Topic

Power shifting

Understanding the power you have, founders’ syndrome, delegating and shifting power.

Story

Unleash the power

This is a true story from a professional in the conservation field.

I had to learn to recognize and overcome my “white savior” tendencies, biases, words and actions; hear, embrace and defer to the wisdom and skills of colleagues and partners who were different from me; and then learn how to share and, ultimately, shift power to colleagues and community partners.

I knew what my land trust had promised the funder: that we would engage diverse community members in planning a regional ecotourism initiative focused on the river that connected five rural counties. The community representatives who first came to our meetings were the traditional local leaders—mostly white, many male, mostly middle- to upper-middle class—even though there were low-income communities and Black, Brown and Indigenous communities throughout the region. In an early meeting, we asked the question: “Who is missing; who else needs to be at this table?” The suggestions included several community groups that were focused on health and social justice that were led by people of color.

At the next meeting, a man showed up dressed in a dashiki, not the typical attire I was used to seeing in conservative rural places. An elected official leaned over and said to me, “That’s Mr. G, he’s a troublemaker.” I had to tamp down my visceral responses to both the dashiki and the comment—the dashiki because I expected people to wear business suits (and, truth be told, I wondered if he was going to confront me about anything) and the comment because I didn’t want any trouble. Mr. G was the only person of color in the room.

As we launched into the meeting agenda, I provided an overview of the grant my land trust had received and the deliverables. I talked about the demographics and poverty statistics in the counties, and referenced a university study that had been done, at the request of my land trust, about the potential for ecotourism as a regional economic opportunity. Mr. G asked hard questions throughout: Why did we only talk about the river and not the people and places along the river? What were the demographics of the expected ecotourists? Who would get help getting jobs or starting businesses? When he read the part of the grant narrative that said we were going to “…empower the communities…” he stood up and asked me, “And just how do you propose to do that?”

I stammered and got defensive and didn’t really know what to say. He asked me if I’d ever met with the community members. Did I know what it took to live in isolated rural places? Did I think people were not smart because they didn’t have money? Did I realize that my land trust couldn’t “empower” the community but, if we worked with them authentically, we could “unleash the power that is already within the community?”

These quiet and vibrant rural communities had survived and thrived because of the power and strength of the individuals and their ancestors.

After the meeting, my colleagues and I visited Mr. G’s community, a historic farming community, where we met elders, youth and people of all ages. As we spent that afternoon and other days and evenings meeting with communities up and down the river, we learned about peoples’ lives and how deeply they cared for the land, the river and the wetlands that were their home. I learned that the first and most respectful thing I could do was to listen to their hopes, dreams and vision for the future. I learned how these quiet and vibrant rural communities had survived and thrived because of the power and strength of the individuals and their ancestors who had created a community and built communities that were strong enough to withstand the racial, social, economic and environmental injustices that had been inflicted on them over the years.

Resources for change

What shifting power looks like

These essential resources will help you understand the power you have and how to let go so others may grow.

Next steps

Questions for further reflection

  • Do you think you can empower people? Why or why not?

  • Are you comfortable delegating tasks to others? Can you delegate tasks to others without getting involved in the task? Why or why not?

Actions

  • What two to three actions can you take to improve your delegation skills?

  • Identify two decision-making responsibilities that you could share with other colleagues.

  • Make a plan on how you will shift decision-making power to others in your personal life.


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