Leaders understand that what they might want may not be what others want, and they are open to learning and understanding how the world is different for other people; they understand, too, that those who have been historically marginalized have places in our congregations, and our congregations need to expand their understanding of who is welcome in order to open wide the doors to those who find value in Unitarian Universalism.

Self-differentiated Leaders know who they are well enough that they also know where they stand, and what they will and will not do; they understand the necessity of boundaries, and work within the congregation to ensure that healthy boundaries are in place and are supported; they can be clear in who they are, without requiring others to join them in that same place, but instead to be true to their own self.

Leaders know where their buttons are, and know how to manage their own anxiety; they recognize that anxiety serves little purpose in moving a congregation forward, and instead can lessen that anxiety and help the congregation focus on the issues involved, rather than the anxiety and fear that uncertainty can create; they are comfortable in and with ambiguity.

Leaders know how to read people emotionally, and how to help people feel safe enough to not be driven unconsciously by emotions. Leaders help people understand how to appropriately express emotions and to use them as forces to move the congregation forward, rather than trapping them in the past.

Leaders are aware, or becoming aware, that much in their world is based on cultural assumptions of the dominant groups, rather than simply “the way things are;” they understand that congregations must work to determine how they will be—that commonality in values is either created, discovered, or negotiated, and they are learning skills to be able to work more competently across any of the differences that make a difference.

Leaders understand what they believe or don’t believe and are aware of their need for connection to something larger than themselves; they are aware that they need to connect with a deeper core that gives them balance, intuition, and commitment.

Leaders know why they are active, and how they are seeking to make a difference in the world; they understand that congregational life is not about making people “happy,” but by knowing how the congregation is called to serve their community, and are then faithful to that calling

Embodying Unitarian Universalist (UU) "DNA"—one of the recommended leadership development competencies— includes: Developing and embodying faithfulness to core UU values and theology. Knowing UU history and traditions. Core Values Integrity in our faith. Practices Covenantal relationships within...

Being Spiritually Grounded—one of the recommended leadership development competencies—includes: A clear, positive understanding and personal practice of one’s own faith in our liberal religious tradition. Being able to “translate” and not be reactive to the language, beliefs or practices...

Emotional Intelligence—one of the recommended leadership development competencies—includes: Forbearance, e.g. having self-control, especially when provoked. Presence and functioning, i.e. a high level of self-awareness with an alignment between the body and the mind. Knowing and taking...

Change Skills—one of the recommended leadership development competencies—include: Understanding the difference between unhealthy and creative conflict. Being knowledgeable about change theories and strategies. Understanding the difference between technical and adaptive challenges. Core Values We...

Communication Skills—one of the recommended leadership development competencies—include: Understanding different styles of giving and receiving information. Being able to communicate across different communication styles. Understanding differences in communication across cultures Developing the...

Conflict Skills are part of the recommended leadership development competencies. Conflict Skills include: Understanding the difference between unhealthy and creative conflict. Being able to diffuse unhealthy conflict. Being able to be present to and engage in healthy conflict....

Skills to Grow Other Leaders—one of the recommended leadership development competencies—include: A generosity of spirit and collegiality in identifying and mentoring potential leaders. A commitment to shared ministry. Identifying and developing training experiences. Supporting the development...

Generational Sensibility—one of the recommended leadership development competencies—includes: Understanding that along with life-stage differences, there may be differences in generations based on the societal shifts they experience during their different life stages. Understanding that...

Multicultural Sensibility—one of the recommended leadership development competencies—includes: Understanding how race and privilege operate in our lives and institutions. Actively working to dismantle racism, especially in our institutions and systems. Understanding how culture affects beliefs,...

Every one-to-one recruitment invitation should include these four major components which are based on paying attention to the individual and building authentic relationship.

Leadership Development should be an ongoing process in your congregation that includes the following practices: Identify: Who is Called to be a Leader?...

Contextual Sensibility—one of the recommended leadership development competencies—include: Understanding what is happening in the world around us. Understanding how changes in society and demographics impacting our congregations, e.g. in today’s world each congregation has to make a case for...

Systems Sensibility may be the most important of the recommended leadership development competencies—it includes: The ability to understand that we are all interconnected and interrelated. Understanding that a change in one part can have an effect on the other parts, even if we can’t see direct...