1. SHARED  LEADERS see and draw out the wholeness, bigheartedness, and leadership potential in others, in spite of the self–negating conditioning that holds most people down. They expect others to have helpful perspectives, vital skills and key roles to play. They truly value others as teachers and leaders.
  2. They recognize and take into account the power imbalances created by the oppression of people because of race, class, gender, ability, etc. They work to undo their own de-humanizing conditioning and also aim to “level the playing field,” so truly democratic communities and organizations are possible.
  3. They look for partners who complement their skills to co-lead initiatives. They use their strength to build strong leadership teams. They work to make themselves dispensable rather than indispensable. They do not feel it is “all on their shoulders”; they see themselves as “part of…” 
  4. They don’t assume they know what others mean or how they feel. They ask lots of questions. They ask for feedback and constructive criticism. They assume that their view of the situation is limited and expect that they’ll make mistakes.
  5. They see trusting relationships as a key organizational and community asset.
  6. They foster  “learning organizations” and “learning communities” that are built on: 1) an inspiring shared vision and sense of purpose; 2) a commitment to wellness, balance, and personal mastery; 3) the ability to act and evolve together as a team under changing conditions; 4) the ability to let go of established assumptions, roles, and privileges; and 5) the capacity to think in interdependent, systemic ways. (cf: Peter Senge’s work)
  7. They commit to functioning from as balanced a state as possible. They learn to gracefully say “no” when tempted to take up “one-too-many” projects or when “too much” is being asked of them. They support others to be more balanced, buoyant and collaborative, rather than busy, burdened, and burnt out. 
  8. They generate, through their centeredness and calmness, an environment where people can find coherent, creative solutions in the midst of crisis, conflict, and chaos. They can harness the disequilibrium in a system to bring about a higher level of connection and integration.
  9. They ask themselves and others, in conflicted or confusing situations, to identify unspoken feelings, interests, values, and needs… then, to make clear requests or suggestions. They model and encourage being real and being open rather than blaming, complaining, or hiding.
  10. They challenge hidden, fixed assumptions, alone and as a group. They look for shared values and needs that can lead to fresh and inspiring possibilities.
  11. They look for strategies and solutions that assume wide circles of interdependence. They ask: How will this affect neighbors? Kindred organizations? My local community? People with less privilege? Kids? Other species? My watershed? Our Earth?
  12. They look for strategies and systemic solutions that will stand the test of time. They ask: How will  the next generations feel about what we did?                                      

                                                                                                         Elan Shapiro   elanshapiro343@gmail.com    12-23-20