Page 63 - Appreciative Leadership

36 Appreciative Leadership

Diana was on a conference call with the chairman of the board
of an international professional association. She listened as he listed

problem after problem: staff members are critical of each other and

of members; there is little collaboration among staff and board
members; no one is willing to go the extra mile; everyone com-
plains about the cost of membership; members seldom volunteer to
serve on committees or to write articles for the newsletter. Th e list
of problems went on and on. Diana gently interrupted the habitual
tirade:

Diana: May I share my reflections and ask a question?

Peter: Yes.

Diana: I hear that you are very frustrated and feeling somewhat
overwhelmed with all the problems people bring to you.

Peter: Yes.

Diana: I wonder what it is that you really want. You have described
in detail what you do not want—all the problems. I am
curious, what do you want for the association, its mem-
bers, and the board and the staff ?

Peter: That is quite easy. I would like more members who are

actively engaged.
Diana: That is a clear and exciting image for the future. I suggest

that you begin an inquiry into “Engaged Membership.”
Ask members of the board, the staff, and the association

to share stories of when they have been highly engaged as
members of the association and/or as members of another
organization, team, or community. Ask them who or what
led them to be so engaged. What did they do and con-
tribute? How did leadership encourage and support their
engagement? How did it feel? What were the benefi ts to
them and to others? What ideas do they have to enhance
engaged membership in the association?