1. Patterns of Dynamic Catholic Leadership Jim Lundholm-Eades 612-599-0627 jle@theleadershiproundtable.org Telephone: 202-223-8962 ׀ Email: Info@nlrcm.org 1

2. The Synod has said “There is a need to continually call, form and support clergy, religious and laity in active leadership roles in the life of the Church.” – We must develop a culture that promotes and supports vocations – Prioritize ongoing formation of clergy – Discern and share gifts of Catholics – Create opportunities and structures for ongoing formation of lay leaders 2

3. Formation, Discernment, Opportunity, Sharing, Calling and Structure are Related STRUCTURE RESOURCES CULTURE Formation Discernment Opportunity Sharing 3 Prioritizing Calling

4. Today 1.The purposes of Catholic Leadership 2.10 elements of Catholic leadership that is dynamic and why it is needed 4

5. 1. Problems have Changed Routine problems – Routine problems have routine solutions – Catholic leaders rarely have it so easy! Adaptive Problems – Most diocesan and parish problems that engage bishops and those who work with them are adaptive – Adaptive problems are complex, unfolding over time – Often have temporary solutions that need periodic review as conditions change Dynamic Catholic Leaders – lead discourse, dialogue, gather the right people, set a climate for respectful dialogue, encourage long-term perspective 5

6. “I think this is truly the most powerful experience we can have: to belong to a people walking, journeying through history together with their Lord among us! We are not alone, we do not walk alone …. We are part of the one flock of Christ, walking together.” Pope Frances, October 3, 2013 6 1. Problems have Changed

7. DISSONANCE DISINTEGRATION DARK NIGHTS REINTEGRATION RESURRECTION The Journey is Spiritual, individual and in Communio 7 1. Problems have Changed

8. 2. Solution Processes have Changed Solutions to adaptive problems emerge from prayer and dialogue – Conditions change – The unexpected happens – New people get involved Dynamic Catholic Leaders – Regularly scan their current reality – Continuously create new alignments of people, ideas and activity – Engage in continuous prayer, feedback, consultation 8

9. 3. Solutions emerge in Sets Solutions come in sets (of options) and there is more than one good solution Solutions sets change over time Dynamic Catholic Leaders – Give time for options to develop – Weigh options against well developed criteria – Hold all good options in mind after the current solution is adopted – Prepare to continuously adapt as conditions change 9

10. 4. Leadership Space Effective Leaders manage up, down and across Decision space versus decision points Leadership is exercised in a spaces defined by time and Catholic culture Dynamic Catholic Leaders – Grow sets of non-hierarchical relationships outside the diocese and parish that impact success – Need communication and persuasive skills – Need capacity to build trust, not just assume it exists – Can tolerate and learn from respectful disagreement – Can execute a decision making process in the presence of respectful disagreement 10

11. 5. Decision-Making has Changed Good decisions emerge over time Dynamic Catholic Leaders – Operate often with minimum information – Know what information is needed – Divest decision making to subordinates – Choose how to time decisions – Make decisions in the presence of ambiguity 11

12. 6. Time Management is Critical Finding time for leading takes intentionality Dynamic Catholic Leaders – Have a disciplined approach to using their time – Manage time as an asset, not an enemy – Are intentional about frequency, access to themselves, rhythm of meetings – Hold both formal and informal meetings – Hold most meetings for interaction – Hold fewer meetings for information – Hold fewer still meetings for decision making 12

13. 7. How Leaders think has Changed Leaders limited to tactical level thinking only see discrete actions in closed systems Dynamic Catholic Leaders – Think of continuity of actions in open systems – Exercise leadership for a future, larger than self goal, both mid term and eschatological – Hold in mind a time horizon that is eschatological while attending to the present activity – Continuously create and/or make opportunity for new thinking in themselves and others – Learn from experience and changing operating conditions 13

14. 8. Responsibility to the Church has Risen Dynamic Catholic leaders take responsibility for the Church universal Dynamic Catholic Leaders – Have a broad and varied understanding of Church – Take responsibility for the overall health of the Church – Live personal lives within the values and beliefs of the Church – Identify future leaders and vocations for both lay and ordained roles – Engage in internal and external discourse about the Church – Are personally open to constructive, respectful critique – Are open to respectful, constructive critique of the Church 14

15. 9. Talent Management the Responsibility of Leaders The Church is people: The Church promotes from within People “stay in” ministry, even if “de nomima sola” Dynamic Catholic Leaders – Promote healthy work environments – Are active in developing other leaders – Try to attract good leaders – Nurture and mentor current and future leaders 15

16. 10. Church Leadership is a Vocation Vocational call is from God Decisions to enter ministry (lay and ordained) and stay in ministry happen because of good leadership Dynamic Catholic Leaders – Represent by what they say and how they act that the the Church as a long term commitment that is full of hope and happiness – People follow happy, healthy leaders 16

17. Synthesis: Elements of Dynamic Catholic Leadership Vocational Discerning Aware and insightful Adaptable Connective and collaborative Systemic and multidimensional Exercised in space defined by time and Catholic culture Invitational to the next generation 17

18. 1. Tools for Developing Leadership Competency Choose tools that meet these criteria – Based on well researched competencies suited to your role and context – Assess both strengths and areas for growth – Create a plan you really can execute – Develops competency through formation as well as education – Includes opportunity for accountability: ongoing coaching and assessment of progress 18

19. Jim Lundholm-Eades 612-599-0627 jle@theleadershiproundtable.org Telephone: 202-223-8962 ׀ Email: Info@nlrcm.org 19