A Good Example Will Do

Furthermore, anyone who receives the name of abbot is to lead his disciples by a twofold teaching: he must point out to them all that is good and holy more by example than by words, proposing the commandments of the Lord to receptive disciples with words, but demonstrating God’s instructions to the stubborn and the dull by a living example. (RB80.2.11-12)

In speaking about leadership, Benedict took into account the strengths and weaknesses of the team members. Some might learn better by looking at the instructions, some by hearing an explanation, some by experimenting on their own, and some by following an example. Benedict warned the superior to be prepared for all types of learners among his disciples; adapting as necessary.

I have found that the best way for me to learn is through experimentation and questioning when stuck. My tendency when finding a new gadget or encountering a problem is to jump in first and start working with what I can figure out. My younger sister, Juli, is an instruction person. She looks at manuals and reads all the directions (even the fine print) before getting started. We both are pretty successful at getting our goals met. So there are benefits to both approaches.

Benedict invites the leader to use instruction for some and a good, lived example for those that need it. That way more will understand what is taught.

I pray that I will remember to be both an example and an instructor for others through my life.

Sr. Catherine, OSB

The Buck Stops Here

The abbot must, therefore, be aware that the shepherd will bear the blame wherever the father of the household finds that the sheep have yielded no profit. Still, if he has faithfully shepherded a restive and disobedient flock, always striving to cure their unhealthy ways, it will be otherwise: the shepherd will be acquitted at the Lord’s judgment. Then, like the Prophet, he may say to the Lord: I have not hidden your justice in my heart; I have proclaimed your truth and your salvation (Ps 39[40]:11), but they spurned and rejected me (Isa 1:2; Ezek 20:27). (RB80.2.7--9)

When I was young, I always fantasized about how things would be if I ever got a chance at leadership. To me, being the leader seemed exciting and fascinating. I had great desire for power and control even as a child (probably also a hidden desire to be bossy). I had solutions and opinions about world issues, school issues, family issues, even playground concerns. Things would be different if I were in charge.

Looking at today's passage from the Rule, though, I get a different impression of leadership. It is not about the power and prestige but about who gets the blame for how the group as a whole behaves. At Judgment Day, the leader will be evaluated according to how well the team listened and obeyed. If the superior did her best job at explaining the spiritual life and what was expected then the members are responsible for themselves in whether they obey or not. If, however, the leader was careless about his duties in showing others how to live then their failure will be the leader's fault. It makes leadership seem a little less glamourous but does call me to remember my share of responsibility for my actions.

As I travel through life, being a leader in small ways, I pray that I will be one that brings others closer to God and everlasting life.

Sr. Catherine, OSB

Proper Use of Authoriry

For me, one of the hardest aspects of authority is communication and equality issues. I strive always to be clear and fair in my communication and decision making (sometimes to the point of examining an issue to death). My concern is to make sure that I am not speaking from hidden motives. I long to be a person of integrity.

Being the oldest in my family, I had many opportunities to exercise my leadership and responsibility skills. I learned to use various different approaches to help others see where there is benefit to compromise and dialogue. I have increased my tolerance and patience over the years. Where I would have yelled or cried when I was younger, I have now learned to take many of these issues to prayer or to a wise friend. I am still far from an expert at this--but I hope to become more skilled in this art daily.

Sr. Catherine, OSB

Getting the Right Blend

Benedict asks the leader of the community to have a multitude of people skills. It would almost be easier for all leaders to be extroverts but then we would lose much wisdom from the more reserved leaders among us.

In reading the list of qualities and attributes that the superior needs to lead a group well, I am reminded of an artist mixing paints. My parents and younger sister are all artists of sorts and I remember watching them spend hours mixing and blending paints to get various nuances of colors. Where I (a definite, non-artist) would be tempted to just slosh some colors together and call it good enough, my sister would patiently add a dab of two or three colors, stir and evaluate before finishing. That is the type of care that is required of the Prioress.

Every person and every situation must be considered individually--what is good in one situation is totally inappropriate in another. Care must be taken to ponder every option and do what seems best. This process is usually not a rush job. The leader holds the burden of everyone's failure as well as the glory of all successes. Benedict encourages those in authority to pray well and to adjust all responses to the particular circumstance.

Sr. Catherine, OSB

Service Within Community

One of the most striking ways in which monastic communities are different from secular culture are in the way we elect leadership in community.

The word "election" brings images of campaigning, voting, competition, promises to mind--all of which are part of the American election process. In a monastic context though, there are surprisingly few instances of campaigning, competition or promises found. In a monastic setting, election is made after much prayer, discernment, discussion and goal setting. It is a very dialogical type of process. The community strives to set goals for the future and to select the person who God seems to be preparing to help lead the community in the meeting of these goals. There is little illusion of power and most times the person feels somewhat overwhelmed at the task at hand.

Taking this model of servant-leadership that is directed by prayer, I often wonder what corporate America would look like if directed in this way.

Sr. Catherine, OSB

Distribution of Goods

“Necessary items are to be requested and given at the proper times, so that no one may be disquieted or distressed in the house of God.” RB 31

Benedict makes it clear that although one member of the community is in charge of the distribution of goods (supplies, linens, even food), there is to be no withholding goods on a whim, no power plays to prove “who’s in charge.” The one who distributes what the community members need is to do so with all humbleness and with an awareness that ultimately it is God who will judge his or her motives.

Of course, the same goes for each of us – our motives may appear to be well-intentioned, but it is God who knows our mind and heart and reads our motivation for everything we do. Arrogance, passive aggressive behavior, or laziness are not excuses when it comes to doing what others rely on us to do. It is how we serve God – through serving one another.

Sr. Christine, OSB

Sharing the Burdens of Office

Leadership can be a demanding task--whether it be parenting, supervising, advising, or monitoring. It can quickly become a 24/7 task. This fact was true even in the 6th century.


Benedict built in some ways for the superior of the community to be able to share some of the responsibilities of leadership with other members. He created the office of "deans". Deans were similar to monitors to whom he could entrust some of the daily responsibility.



The Deans were not to be a law unto themselves, however. They were to be people of humility who would willingly carry out the orders of the superior and lead through service and example. They were truly to be the helpers of the abbot and of the community.



Sr. Catherine, OSB

Leadership

“To be worthy of the task of governing a monastery, the abbot must always remember what his title signifies and act as a superior should.” (RB 2.1)

Expectations of others and from others can set us up for problems in our individual relationships and in work environments, families and in intentional communities like the monastery. Benedict’s guidelines, for the one elected as the leader, direct that person into a way of being that turns expectations into trust. It is Christ Jesus that leads us in this journey of transformation. The leader learns from each member and circumstance of the community how to balance weaknesses and strengths. The goal is unity in God’s grace which manifests itself through a leader and a community whose vision is peace.

Sr. Barbara, OSB