leadership | rome 2006 1 clc leadership rome, november 2006

Leadership | Rome 2006 1

CLC LEADERSHIPCLC LEADERSHIPRome, November 2006Rome, November 2006


The group with the Father General…


Pe HANS KOLVENBACH SJ Pe HANS KOLVENBACH SJ (Father General)(Father General)

Leadership:Leadership: …is to be able to stand for who we are…is to lead others to assume responsabilities

……as a conclusion,…as a conclusion,……the big problem is that Laity does not yet believe it has an inherent possibility of being Holy!

Apostolic BodyApostolic BodyMoving from a “community of apostoles” to an “apostolic community” requires freedom to be sent in mission, to accept to be sent in mission

FinancesFinances

It is critical to raise awareness of the importance of funding

It would be a sign of maturity to have more CLC members working in full-time

CLC / Society of JesusCLC / Society of Jesus

Jesuits do not have the copyright of Ignatian Spirituality, only that of the Jesuit “manner of proceeding”

CLC / Jesuit partnerships: inputs must come from both sides

Leadership | Rome 2006

In the Cameras of S. Ignatius, during the Mass…

4


…afterwards…

5


…and having lunch in the Executive Secretariat.

6


Renowned guests…

Fernando Franco SJ, Secret. for Apostolic Justice Eddie Mercieca SJ, Secret. for Ignatian Spirituality

José Reyes, World ExCo Vice-PresidentHans Kolvenbach SJ, celebrating his birthday


…and the Training Team.


WHY A LEADERSHIP COURSE?WHY A LEADERSHIP COURSE?

1. Nairobi 20031. Nairobi 2003

We have identified strong formation and leadership at all levels in our World Community as essential requirements in a move towards a more apostolic body.

Our Community continues to need leaders who facilitate the communities’ processes of discerning, sending, supporting, and evaluating our personal and communal mission. The capacities we seek in them include:

- Leadership skills, Leadership skills, both as individuals and when working in a team;- Spiritual growth Spiritual growth through grounding in the Spiritual Exercises;- An awareness of their own limitations and giftsawareness of their own limitations and gifts as human beings;- A willingness and ability to work collaborativelywillingness and ability to work collaboratively.

The above implies that the people chosen to fulfill these roles will be able and willing to “order their lives” (Spiritual Exercises #21) so that they may be able to offer quality time to the community, irrespective of the level at which they serve.


2. Survey to National ExCos 2. Survey to National ExCos (2004)(2004)


1. How well do you think you are meeting the leadership needs of your national community? What are the strengths of your current leadership?

2. To what extent is your leadership prepared to guide your national and local groups in becoming an Apostolic Body? What deficiencies or gaps exist at present?

3. What do you think are the most important leadership characteristics needed in your National CLC at this time?

4. What programs and/or resources do you already have in place to develop leaders?

5. What further preparation, support or resources are needed?

6. How has leadership in your National Community and local groups been influenced by the world CLC’s direction toward becoming an Apostolic Community?

7. Have the Nairobi Recommendations influenced your choice of leadership?


3. Invitation Letter from the World ExCo 3. Invitation Letter from the World ExCo


One of the initiatives from our last General Assembly in Nairobi 2003 was to support national and regional leadership to lead Christian Life Community (CLC) toward apostolic community. The need for leadership development specifically focused on facilitating becoming Apostolic Community was clearly expressed by national leaders in surveys, in meetings and in other conversations. National communities identified both general leadership skills and the need for leadership to be deeply rooted in Ignatian Spirituality and focused on Apostolic Community.

Our discussion on this input led to a mandate for the Leadership Working Group to develop an International Formation Encounter (IFE) on Leadership. The most cost effective and feasible way is to develop and gather training resources that can be adapted locally by local teams with the support of a resource person who attended the course. In less than 10 days, one cannot pretend to train effectively participants who neither have training nor experience in leadership. This is why the IFE is deliberately a training of trainers in leadership.

• AVAILABILITY to offer formation in the future

• KNOWLEDGE OF CLC and of its current direction

• DEEPLY GROUNDED IN THE SPIRITUAL EXERCISES

• EXPERIENCE / KNOWLEDGE:of leadership (formation, consultancy, management)

ability to conceive and formulate training modules

spoken / written English


CLC CLC LLEADERSHIPEADERSHIP

CLC Charism CLC Charism

Spiritual Exercises

General Principles

“CLC Charism” (document)

Recommendations from World

Assemblies

Person of LeaderPerson of Leader

Maturity / Personal Growth

Listening skills

Ability to foster community

Ability to manage conflicts

Content Content

Vision

Planning

Formation

Communication

CLC LEADERSHIP: CCLC LEADERSHIP: COMPONENTSOMPONENTS


COURSE STRUCTURE: MCOURSE STRUCTURE: MODULESODULES

CLC CHARISM PERSON OF THE LEADER CONTENT

Context of CLC Leadership

Responsibilities of Leadership

Vision and Vales

Personal Discernment

Communal Discernment

Personal growth

Inter-personal relationships

Listening skills

Conceptual skills

Motivation

Conflict management

Needs assessment

Meetings’ organization

Social analysis

Funding


Communication

Formation

Promotion / New groups

Spiritual growth / Maturity of the Community

Relationship with the Society of Jesus

Administration and Finance

Responsability areas Responsability areas of a Service Teamof a Service Team

CLC LEADERSHIP: CCLC LEADERSHIP: CONTEXTONTEXT


LLEADERSHIPEADERSHIP & I & IGNATIANGNATIAN S SPIRITUALITYPIRITUALITY

O Chris Lowney’s approach in “Heroic Leadership” Chris Lowney’s approach in “Heroic Leadership”

Sp

irit

ual Exerc

ises

Sp

irit

ual Exerc

ises

Self-awareness:Self-awareness: understand one’s weaknesses and strengths, values and world vision

IngenuityIngenuity: confidently innovate and adapt in a changing world

LoveLove: engage others with a positive loving attitude

HeroismHeroism: energy energising ourselves and others through heroic ambitions


CLC LEADERSHIP: CLC LEADERSHIP: FFEATURESEATURES

O What to expect from a CLC Leadership?What to expect from a CLC Leadership?

Deeply grounded in Spiritual

Exercises and General Principles

Lives CLC commitment as a way of life and as model to others Sensitivity

to diversity

Balance between rupture and

reconciliation Good

listening skills

Ability to share a vision

Visionary with a

strategy Good

communication skills

Being a enabler

Help recognising& encouraging the

use of God’s gifts in the Community

Learn how to delegate and

motivate: promote a proactive attitude

on members Aware of

importance of sustained funding !!!

KEEP THE KEEP THE PASSION PASSION

ALIVEALIVE


CLC LEADERSHIP: FCLC LEADERSHIP: FEATURESEATURES

The aptitude to encourage CLC members to take

initiatives for getting things done by upholding the

correlation between what is said and what is done

The ability to identify and call forth qualities in

membership towards the service

of others

The capacity of enabling, empowering and challenging CLC membership to live

the CLC charism

Understanding of the need to offer a variety of training,

resources and programs aimed at developing mature leadership throughout CLC

The competence to translate the world general

assembly’s mandate for national and local level strategies/actions with

tangible results

The desire of creating insertion

experiences/situations in which CLC members may

take risks for mission, failing, and trying again as “contemplatives in action”

O What to expect from a CLC Leadership?What to expect from a CLC Leadership?


WHAT LEADERSHIP DO WE WANT?WHAT LEADERSHIP DO WE WANT?


STRATEGIC VISIONSTRATEGIC VISION

PURPOSEPURPOSE

VISIONVISION

VALUESVALUES

STAKEHOLDERSSTAKEHOLDERS

KEY KEY RESULT AREASRESULT AREAS

KEY KEY INDICATORSINDICATORS

STRATEGYSTRATEGY

ACTION PLANACTION PLAN

Why bother? Why are we doing what we are doing? Where to?

What do we want to achieve in 2-3 years?

What matters? What is important to us in the way we operate?

Who cares? Who has any interest in us/our activities and what do they want/need?

What’s ours to do? What are we responsible for? What are our areas of focus?

How will we get there? How will we achieve our Vision, Purpose, Values?

What to do? What sits under plan – what, who, where, when, with, what resources?

How will we know we have achieved?


MOTIVATION: LMOTIVATION: LIFE, IFE, DDEATH, EATH, RRESSURECTION ESSURECTION CCYCLEYCLE


SUSTAINED FUND-RAISINGSUSTAINED FUND-RAISING

O Why is it necessary?...Why is it necessary?...

• Sharing responsability in Mission inevitably implies sharing costs

• It is a task for leadership to:

• Formation

• Regular practice of Spiritual Exercises

• Funding projects which require long-term commitment

- Find and develop resources

- Foster awareness of the importance of sustained fund-raising

APOSTOLICAPOSTOLICBODYBODY

SHARED SHARED RESPONSABILITYRESPONSABILITY


THE FUTURETHE FUTURE

• Workshops on selected topics for Regional Teams

• Weekend workshop

• Use specific materials for course for Group guides &

coordinators

Next Steps?Next Steps?

• Recruit training team

• Define target groups / candidates’ profile

• Select most suitable modules for each target group

TasksTasks


CARLA REBELOCLC Leadership CourseRome, November 2006

leadership | rome 2006 1 clc leadership rome, november 2006

Documents

leadership formation

clc leadership rome

leadership course

current leadership

regional leadership

leadership development

choice of leadership

leadership needs