For a founder of an NGO, a principal of a school, famously being featured in the New York Times, Maggie does not skip the dirty work. She changes diapers, buys medicine, and disciplines her children for breaking the rules. My greatest humbling realization has been that the ones really making the difference are the people with their hands in the dirt – taking care of whatever needs to be done. I realized that if I really wanted to make a positive impact here, my internal question cannot be “what can I accomplish?” but, “what can I give?”
Above, Caitlin Green, a volunteer at Kopila Valley Children's Home and School in Surkhet, Nepal shares her thoughts on leadership learned from its founder. Maggie Doyne is only 23 and has already made a world of difference for the 35 children who have become her own and the 230 children who are being educated at her school - a venture she began at the age of 19 when she called to ask her parents to wire her life-savings to purchase land. Maggie knew she could help all of the 45,000 orphans in Nepal, but the enormity of the task wasn't paralyzing, it was motivating. She has built a school with local leaders and resources, hired teachers who know more than she does, do things she once found repulsive, and made difficult decisions like which children she will accept. Maggie Doyne's willingness to get her hands dirty in leadership is slowly changing a system, and quickly changing the lives of those around her.
This comment has been removed by the author.
ReplyDeleteThanks for this post. I appreciated reading Caitlin Green’s comments about the leader that she volunteered with. An amazing story always seems to follow those that give their lives for people, rather than accomplishments. By being in close proximity with Maggie Doyne, Caitlin knew that she should not be asking “what can I accomplish?” but rather, “what can I give?” This is not only a profound insight, but it is also foreign to our understanding of leadership in the American church .
ReplyDeleteIn our context there seems to be an understanding that a great leader must be different, detached, and a delegator. With this kind of leader the general consensus is that he or she tells us what to do, and we follow by fulfilling their requests. This style of leadership lacks the servant leadership characteristic of “getting your hands dirty.” It is my belief that the transforming opportunity that Caitlin had when she came in contact with Maggie could not be reproduced in a ministry context where the CEO model is in operation. Real transformation comes when leaders, who refuse to see themselves as different from those they are leading, can inspire people to action through their own willingness to participate in service.