The Champion
As discussed in the previous chapter, leadership is a role that can be assumed by any responsible person who understands the values and vision of the organization, can effectively communicate, and who models the desired behaviors. Leaders efficiently ensure that the work of the organization is accomplished. Often leaders are barely visible—especially if they are more interested in providing recognition for the volunteers who are doing the work. Robert Smith was deeply admired for his leadership skills. He used to say, “A charismatic leader manages from one chaotic situation to the next. An effective leader knows how to do two things: drink coffee and go to the bathroom.”
Some leadership roles require someone with charisma or powerful community connections. I call this person the champion. The champion does not have to be the CEO or the chairman of the board. The champion is the person who has the role of visibly defending or supporting the organization. If you have identified yourself as a change agent or an ambassador for your organization, you may need to become the champion for the process of change that you envision.
Often as a consultant, I recommend finding or nurturing a champion. If you are involved with community fundraising, the chair of the fundraising cabinet (or whatever the group is called that is accountable for achieving the funds) may need to be a champion. If your group needs to undergo some major organizational change or process, it may be useful to have a champion with the drive to succeed. This might include having a champion to nurture and encourage the group through a process such as strategic planning, adopting Policy Governance®, organizational restructuring, or initiating a new program.
If the change you envision needs a champion, be sure that the person is appropriately appointed or elected (self-appointed champions create factions), and then support this person in her or his work. The champion is going to feel personally accountable for the success of the cause whether or not this person has any real authority to act. Also, this role requires strong communication and networking skills. Don’t be surprised when you find this person badgering anyone who is slow to meet, or commit to, obligations. Champions are not shy and are at ease talking to anyone at any time. Once immersed in the project, the champion will seem to be everywhere and into everything. Therefore your champion may make some mistakes and step on a few toes. Hopefully you have someone with the sensitivity to quickly repair any broken fences.
However, beware of believing that a champion can be a great long-term leader. Champions are great for campaign-style initiatives, but do not do well in the long run. Those who love to follow someone with charisma will want to retain the champion, but others will resent the style and tactics used by a champion. Most people do not enjoy working in constant chaos. Encourage the champion for the duration of the campaign, but make the role time-limited. When the job is done, say farewell with lots of recognition and praise.
A word to a champion who is reading this: understand where your power and effectiveness lies. To continue to win friends and influence people, use your personality and charisma to focus attention on the contributions of your followers who are doing much of the work behind the scenes. To ensure your success over the long term, keep the formal leadership informed and in agreement with your actions. Don’t get caught up in the chaos yourself and become a loose cannon on the deck.