Human communities, like ecosystems, need many parts to function well. That includes a number of different kinds of abilities and roles. Given our culture as it is, some may come easiest to some extroverts, or some introverts, or some women, or some men, or to seasoned elders, or to impassioned youth.
A thriving community is powerful and self-sustaining. People contribute what they’re best at and most want to do. For an eco-stewardship community, or a religion, or institution, or political party to succeed, many types of leadership are needed. The skills needed for saving biodiversity and planetary health (see Endnote 1) are worth studying and cultivating.
Four skill sets (or four types of people) are described below. Our species evolved as hunter-gatherers – not as rugged individualists. Only groups survived. One member had to be a good hunter, another a good tool-maker, another adept at maintaining group harmony, another at plant identification skills (for food and medicine), another for remembering where the group needed to travel to find food or safety. Is that not why we are born today with such different potentials?
All four of the following abilities can be present, to some degree, in one person. But to work at full throttle, groups need to recognize complementary potentials in many people who join forces compatibly.
There are many variations on how this works. Often some dedicated person will have the idea and get the word out, and the various divisions of labor will emerge as other people see need and opportunity.
1. People with Science skills: Sedge Heads, Nature Nerds, and Eco-Scientists powered by excitement and love
Many “science types” can’t lead well. So they easily team with those who can. Some experts on technical matters are inexpert (to put it mildly) at interpersonal dynamics. Many become professionals. Others are so fiercely autonomous that they thrive best in their spare time as brilliant photographers, or horticulturalists, or taxonomists on sedges, beetles, lichens, birds, or whatever. About independent amateur scientists, the highly respected psychologist Oliver Sacks wrote:
“This sweet, unspoiled, preprofessional atmosphere, ruled by a sense of adventure and wonder rather than by egoism and a lust for priority and fame, still survives here and there, it seems to me, in certain natural history societies, whose quiet yet essential existences are virtually unknown to the public.”
Then Sacks treks off with a volunteer fern group, all of them happily finding and identifying rare ferns.
Volunteer stewards have helped create a new field, with the advantage of being pre-professional in an important discipline as it comes into existence. And yes, we knew that, in time, the purity of the passion would be challenged by egotisms, competitions, and ultimately bureaucracies and hucksterisms. But in communities, the fervor survives.
Other posts on this blog are rich with accounts of inspiring volunteer leaders like John Navin Lisa Culp Musgrave, and Robert Betz. Professor Betz, professionally he was a biochemist. But he is not known for accomplishments in that field. He lives today as an exemplar of passionate volunteer leadership.
2. People with Practical Skills: “Let’s Get Things Done.”
These folks seem easier to describe. Everyone automatically depends on them to assure that we have practical plans, that we don’t waste time on dead ends, that everyone stays safe. These folks are often the best ones to coordinate with landowners and bureaucrats. They’re down-to-earth problem solvers.
Often these people are good at facilitating others so that they will:
· Keep tools in good repair
· Teach skills
· Send reports to landowner staff
· Get media coverage to attract more folks
· Bring treats
· Identify questions where “informal research” could improve results. And make it happen.
3. Advocates
Easy to go wrong here. Early environmentalism was big on protest. Long term biodiversity conservation depends on positivity and even (brace yourself) compromise.
Some advocates can sometimes usefully be protestors. At times (consider Rachel Carson) challenging authorities is important and good. But as a general rule, protestors are losers. They may promote the beginnings of change, but – from national to local levels – they’re not “at the table” where decisions get made.
Ecosystem recovery is typically not amenable to quick fixes. Forces of good care need staying power – at least for many years – ultimately for centuries. From global to village questions, grass roots buy-in is key. At some level, all groups need strategy, politics, consensus building, and timing. The “consensus building” part is key throughout.
The advocate is someone who sees potential roadblocks and opportunities, and then acts. How do we change counterproductive herbicide regulations? How do we stop fly-dumping in this prairie? Is there some dramatic initiative that would result in the general public prizing biodiversity?
4. People persons. Human potential facilitators. There’s got to be a better name for this category.
Facilitators of team spirit? A group needs one or more people who everyone wants to be with. Many times such people stay in the background and are little noticed for their profound impacts. Other good leaders are wise to appreciate them, learn from them, and aid their work.
These people do what they do because they love other people and are committed to the cause. Sometimes their job it to notice that two possibly a-bit-shy people would hit it off productively, and they’ll just introduce them with a few words that could point them in the right direction. Sometimes they’ll notice a potential for misunderstanding and clear it up. Often they know their power, but don’t let on, because they know that would work against their valuable purpose. At other times, such people become the principal leader – although they try to minimize the
“big leader” dynamic.
And how about the people who don’t fit any of these categories but make substantial contributions? See Endnote 2.
Summary
In midwestern North America, agencies (government and not-for-profits) own the land most important to biodiversity. Thus, conservation volunteers and professionals must work together well. To do that, the volunteer organizations need to maintain their independent strength. (See Endnote 2.) Volunteers who “sit around waiting for someone to tell them what to do” will not by themselves have the creativity or leadership needed. This post tries to define some of the components necessary for volunteer communities to flourish effectively. Learning to be good at this may be crucial to the future of the planet.
End Notes
Endnote 1. Mission decay.
When we began the Natural Areas Association (NAA) (1974) and the Society for Ecological Restoration (SER) (1988), the members were mostly volunteers. Bill Jordan, editor of an influential early journal (Restoration and Management Notes), warned us at the time that his dad had seen what happened to idealism, decades earlier, during the formation of the societies of foresters and ecologists. He compared the process to the American Medical Association. It started as a few generous and visionary medics working toward public health and inexorably evolved into a self-interest vehicle for rich doctors. That’s not to say that it doesn’t do much good. But it’s no longer mostly about generosity, vision, and public spirit. And it does some bad. Both SER and NAA began with mostly volunteers – with the loftiest of ideals – and have become something like labor unions, which have a valuable place in society, but are narrowly focused on improving the jobs of their members.
Endnote 2. Celebrating everybody
What about the hard worker? The come-and-goer? The rank-and-file?
In addition to the above “keystone” characters, others in a community seem less central, as they may drop in and out of as life allows. Or they’re “regulars” who inspire us with quite dedication. Or people who may have been leaders during their careers but want to relax by spending a bit time outdoors and not think quite so much. Some may in time, unexpectedly to themselves, become great leaders, given tactful mentorship and inspiration. But some may simply show up week after week, ask what to cut or pull or gather, and go home, having contributed.
Often, it’s not easy to know who, among new volunteers, will become a nature nerd, a people person, or whatever. (That said, sometimes it’s obvious in five minutes.) But even those who don’t fit neatly into any of the above four categories make up an important part of a group. Perhaps they’re not quite a social engineer – but, over a snack, they might bond with a future leader, inspired by friendly conversation. Or they’ll show up and work tirelessly to eliminate buckthorn in an important area, without asking why or talking to anyone. A thriving community has many leaders, but also many people who join for a day, a month, a decade – and experience a relationship with the ecosystem that may enrich their lives. And whether they fully know it or not – they also enrich the lives of co-workers, plants, animals, and the Earth.
Reference
Oliver Sacks. On The Move. Knopf. 2015. page 330
Acknowledgements
This post was written by many: first draft by Stephen Packard, with many edits and new directions by Jonathan Sabath, Amy Doll, Christos Economou, Eriko Kojima, and Rebeccah Hartz – all working hard to develop biodiversity conservation communities as described above.