The “mission leader” plays an increasingly important role in Catholic health care and higher education institutions today. As these institutions search for individuals to fill these positions, they must match the unique responsibilities of the job with equally distinctive qualifications of the candidate who will embody the “heart” and the “head” of the organization.

Effective mission leaders in higher education and health care have both knowledge of and passion for the high quality, purpose and integrity of their organizations. They typically are trained in ethical principles, have well-honed interpersonal skills, have more than adequate knowledge of either the health care ministry or higher education. In one sense they are like “renaissance” people—well schooled in many disciplines with a holistic approach to their jobs. They relate well to the CEO, CFO, housekeeping staff, receptionists, the senior vice presidents and provosts. They can engage benefactors in conversations which reflect their special interests in the organization.

As the “heart” and “head” of an organization with a passion for the very reason the organization exists, mission leaders focus their efforts in three areas:

1) They build genuine relationships with both internal leaders and community leaders, from the head of maintenance to the mayor of the city, from the student nurse to the major donors, from the lowest paid hourly wage earner to highest salaried staff. People are the most important factor for an organization’s success in fulfilling its mission. People in all kinds of jobs are the focus of the mission leader’s attention.

2) They are dedicated to transforming the organization by deepening its understanding of the implications of its mission. They ask the critical questions: Who is not here at the table or in the room? Who is not being served by the institution? Why aren’t they here? What do we need to do to get them here? Why is this important? In asking these kinds of questions the mission leader becomes a transformative person, empowering the organization to intensify its reason for existence. The responses to the questions can change a “pro-forma” department, unit or organization into one that is creative, challenging, and engaging. The mission leader does not have to have all the answers. But the leader must have the right questions and know when, where and how to ask them. The mission leader knows the reality of the “bottom line,” the essence of the mission and works with others to ensure that there is enough “margin” to splendidly achieve the mission.

3) They model and invite participation and cooperation among all segments of the organization. Mission leaders promote the sharing of meaningful information, explore diverse interpretations, and lift up collaborative approaches involving people across disciplines. They recognize a shared sense of injustice or a common, but under-defined dream and put it on the organization’s agendas at all levels for further discoveries. Increasing the health care institution’s or college’s capacity for change, dealing with loss and hurts, promoting the growth toward the vision of the organization are the paramount responsibilities of the mission leader.

The effective mission leader’s “heart” embraces the institution for all it is and all it can become. The “head” of the mission leader searches out ways to engage the organization in dialogue and planning for a more meaningful and deeper accomplishment of its mission.

Maureen Gallagher, Senior Consultant
The Reid Group