In this chapter you will learn about the basic constitutional organization of the National Federation of the Blind, our constitution, and information specific to the offices held in our national organization which are reflected within our affiliates and chapters. Descriptions of the offices and their basic duties are provided. Templates and sample reports specific to offices and functions within the Federation along with many useful resources, such as links to our national constitution and model constitutions for chapters, are contained within.
The Governmental Structure of the National Federation of the Blind
By Mark A. Riccobono
The National Federation of the Blind is the largest organization of blind people in the United States, and it may be the largest in the world. Many organizations claim that they speak for the blind, but the National Federation of the Blind decided in 1940 that only blind people themselves can legitimately speak for the blind community. While vigorous debate often takes place among the membership of the Federation, sometimes over many years, to the outside world the organization presents a united front prepared for action. This strong bond of unity sometimes leads to criticism from people who lack a clear understanding of the organization's structure and decision-making processes. Therefore, it is worthwhile to examine the structure of the Federation at the national level and to look at the practical and political processes that have been set in place.
National, state, and local officers are elected by the membership of the NFB to ensure a representative form of government. Our membership-driven structure ensures that blind people may determine their own future rather than relying on others to advocate for them. The national structure is mirrored in the fifty-two state affiliates of the Federation (one in each state, one in the District of Columbia, and one in Puerto Rico). The members of the Federation have consistently used this structure as an effective vehicle for collective action.
The Constitution of the National Federation of the Blind lays out the basic structure of the organization and serves as the foundation for the organizational practices that have developed. Although the constitution has changed during the history of the organization, the last substantial revisions were made in 1958. Since that time, the changes have been primarily to streamline and clarify the structure as it has evolved within the organization. The constitution was modified in 2014, and prior to that, the last revision occurred in 1986.
The significant elements of the structure of the organization are reflected in Article V of the constitution: Powers and Duties of the Convention, the Board of Directors, and the President. Section A of this article clearly demonstrates that the national convention of the National Federation of the Blind is the central and foundational element of the organization.
Although the convention is open to all, the constitution makes it clear that only the members of the Federation have the right to participate in the decision making of the Convention and to govern the organization's affairs. Furthermore, the constitution makes it clear that a central value of the organization is active participation in the convention: “Voting and making motions by proxy are prohibited.” Since the Convention serves as the “final authority with respect to all issues of policy,” it can confirm, alter, and overturn organizational policy. The Convention's position as the “supreme authority” is not lost on leaders of the organization, who recognize that controversial actions are subject to review by the Convention.
This section of the constitution also reflects the high importance the organization places on fair and open debate. Some tasks—such as voting during roll call votes—are specifically assigned to delegates. Each affiliate selects a delegate and alternate delegates, and each affiliate, regardless of size or influence, is only permitted to have one vote. Without this voting process, the state in which a convention is held might be able to control the convention completely because many Federation members from that state would be able to attend. Instead, each state has an equal vote. In this structure, delegates speak for their delegation—those present at the convention as well as members who are not able to be in attendance.
A significant activity undertaken by the national convention is to elect the board of directors for the organization. Section B of the constitution clearly lays out the powers and duties of the board, which are summarized in the first sentence: “The function of the board of directors as the governing body of the Federation between conventions is to make policies when necessary and not in conflict with the policies adopted by the convention.” Article IV of the Federation's constitution lays out the structure of the board, which includes five officers and twelve members for a total of seventeen.
The National Federation of the Blind has intentionally created a strong executive function in the office of its president. The president was not given specific powers and duties in the initial constitution of 1940. However, the convention began to vest certain authority and responsibility in the president very early in the development of the organization. The 1942 convention authorized the president, not the board of directors (known at that time as the executive committee), to manage the hiring of an executive director. The exact motion as approved was worded as follows: “Mr. President: Your nominating committee formally recommends that the Federation authorize its President to appoint a person to act as his assistant and to be officially designated as Executive Director of the National Federation of the Blind.”
The requirement that every member of the Federation's board of directors, including the president, must be blind stands in stark contrast to the leadership of the public and private agencies for the blind, which rarely, if ever, seek a majority of blind people to serve on their boards of directors.
One factor in the success of this governmental structure is the very high value placed on leadership development. There is a constant focus on cultivating leadership in the membership of the organization. At the local, state, and national levels, every person, regardless of ability, is invited to participate. The Federation's annual convention is an example of this pattern. During the convention in any given year, one can find dozens of emerging leaders exploring opportunities to challenge themselves and expand their skills, long-time leaders teaching and also learning from those around them, and members of the Federation coming into leadership by turning their passion and expertise into action. The presidents of the National Federation of the Blind have spent considerable time working with emerging leaders through one-on-one or group interactions at state-level gatherings or at the Federation's national headquarters. Furthermore, the Federation's president appoints dozens of committees where new ideas are pursued through a system of mentoring and collaboration that builds leadership among the membership at all levels of the organization. The continuous focus on leadership development has cultivated new communication channels, further strengthening the stability and growth of the organization.
The basic structure of the Federation at the national level is also used by the state affiliates. At the state level, too, an assembled convention of blind people has ultimate authority to set policy and elect leaders, including a president with the strong and clear authority to represent the interest of the members when the convention is not in session. While the state affiliates are bound by charter and constitution to follow the policies and practices of the national organization, blind people in each state make independent decisions about the programmatic priorities and concerns in the local area.
For three quarters of a century, our structure, that of blind people coming together to share resources and expertise and to work collectively in a unified national organization, has been an effective strategy for improving the lives of all blind people. While we can reasonably expect the details of the organization and its programs and policies to change in the coming years, the structure of the Federation means that we will continue to have a powerful vehicle for collective action. Driven by the hopes and dreams of blind people, the National Federation of the Blind is unlike any other organization that exists in America today. Along with the high expectations, strong values, and bond of faith upon which it rests, this structure continues to empower members of the Federation to live the lives they want. It enables them to share the promise that together, with love, hope, and determination, we will transform dreams into reality.
Role of the National President
To date, the National Federation of the Blind has had only eight presidents. Three of those leaders—Jacobus tenBroek, Kenneth Jernigan, and Marc Maurer—served during sixty-eight of the organization's seventy-eight years. Stability has been a significant factor in the Federation's ability to build and implement a powerful national movement. In 1958 the convention enumerated the powers associated with the central role of the president as the Federation's chief executive and placed the enumeration in the constitution. Article V, Section C, detailing the powers and duties of the president, has not changed for many decades. It is substantively the same as it was when first included in the Federation's constitution in 1958. This enumeration occurred because the president's power, which had been exercised during the entire history of the organization, was then being challenged. The exact section of the Constitution enumerating the powers reads:
Section C. Powers and Duties of the President. The president is the principal administrative officer of the Federation. In this capacity his or her duties consist of carrying out the policies adopted by the convention; conducting the day-to-day management of the affairs of the Federation; authorizing expenditures from the Federation treasury in accordance with and in implementation of the policies established by the convention; appointing all committees of the Federation except the nominating committee; coordinating all activities of the Federation, including the work of other officers and of committees; hiring, supervising, and dismissing staff members and other employees of the Federation, and determining their numbers and compensation; taking all administrative actions necessary and proper to put into effect the programs and accomplish the purposes of the Federation. The implementation and administration of the interim policies adopted by the board of directors are the responsibility of the president as principal administrative officer of the Federation.
By giving its president significant authority, the Federation has created a high standard of leadership with stability at the top of the organization. Moreover, the organization has made it absolutely clear that the Federation is run by its members and not by the hired staff. Since the staff members are responsible to the elected president, the members of the Federation ultimately have the ability to change the structure and qualities of the staff, either by compelling the president to make changes or by changing the president.
History shows that the most successful presidents of the Federation have exhibited a keen ability to understand the will of the majority, to implement that will swiftly and skillfully, and to lead a path forward based on the expressed hopes and dreams of blind people. The Federation expects its president to have the capacity to push back firmly against the entrenched low expectations of society and the significant barriers that those expectations create for blind people. Simultaneously, the Federation has expected its president to identify and act on strategic opportunities to work with partners in the field who genuinely believe in the capacity of blind people and who respect the self-determined approach that the blind have established in their strong national organization. To this continued expectation, in 2014 the National Federation of the Blind in convention elected Mark A. Riccobono as our president. The future is promising for what we, the blind, can achieve together with love, hope and determination.
Role of National Board
The National Federation of the Blind Board of Directors has seventeen members including five officers and twelve board members as directed by our constitution. The board of directors confers with the president and serves at the pleasure of the president where needed. The board consists largely of elected state presidents and thus is representative of the membership. Each board member stands for election or reelection nationally every two years. The board holds an open meeting the day before the general sessions begin at each national convention. It generally holds conference-call meetings at frequent intervals between conventions, and it meets in person at least once between conventions for a two-day meeting.
There are very few things that board members do that others cannot. Voting on board decisions may be the only one. Many other NFB leaders confer with the president, provide him with information, assist with a variety of projects, and represent the organization at meetings when asked. By long-standing tradition and (more recently) by constitutional requirement, the National Nominating Committee consists of one delegate from each affiliate at the choice of the affiliate. This committee recommends one slate for board positions open at any given convention. The committee seeks geographic representation and strong leaders: in short, a group who will work together in the best interest of the organization. If the nominating committee does its work well, it is unlikely that people not on the slate will be elected. However, nominations can be made from the floor, and opportunity for this is always afforded.
Role of the President at the Affiliate and Chapter Level
As with the role of our national president, the role of the president at the affiliate and chapter level is to serve as the organization’s principal administrative officer of the affiliate or chapter. In this capacity their duties consist of carrying out the policies adopted by the membership; conducting the day-to-day management of the affairs of the Federation; authorizing expenditures from the Federation treasury in accordance with and in implementation of the policies established by the convention; appointing all committees of the Federation; and coordinating all activities of the Federation, including the work of other officers and of committees taking all administrative actions necessary and proper to put into effect the programs and accomplish the purposes of the Federation. The implementation and administration of the interim policies adopted by the board of directors are the responsibility of the president as principal administrative officer of the Federation.
It would be rather impossible for the president, at any level, to accomplish the work of the Federation alone. Thus, it is imperative that they develop and implement plans with the board of directors to meet the goals of the affiliate or chapter. Likewise, it is important that officers and the members of the board of directors work together as a team to achieve the goals of the organization. The affiliate or chapter president may indeed be responsible for running the affiliate or chapter, but they must learn to appropriately delegate in order to do the work of the Federation and to assist in the development of future leaders.
The role of the president at its most basic is to preside over meetings of the organization, but the role is normally much more varied and takes in a wide range of responsibilities. Being a good president entails far more than having the title of president. An affiliate or chapter president should be interested in developing the affiliate or chapter and in helping members achieve living the lives that they want.
The responsibilities of the president include but are not limited to the following:
- Chair meetings
- Plan meetings and develop the agenda in conjunction with the secretary
- Provide leadership and ensure the effective operation of the governing body
- Ensure that decisions made at meetings are implemented
- Provide a focus for the governing body of the affiliate or chapter
- Act as a representative spokesperson for the affiliate or chapter
An effective president is one who:
- Listens
- Encourages and facilitates each member of the board to participate
- Is able to direct the meeting in such a way that all views are heard without the meeting becoming bogged down on one item; keeps the agenda moving forward
- Is able to facilitate action through the implementation of agenda items
- Is able to best utilize officers and board members along with members to implement plans to achieve the goals of the Federation
Role of the Affiliate and Chapter Board
As with the national constitution, each state affiliate or local chapter constitution specifies the number of board members to be elected and how long they should serve. It is customary that board members be elected every two years. This allows for new members to acclimate while those who have served for a time are able to contribute to the stability of the chapter and affiliate. The role of board members is to first support the president and elected officers. In many instances, affiliate board members may also be leaders at the chapter level. Although their specific responsibilities are not defined, board members should be in touch with the chapter or affiliate president to keep them abreast of happenings within the organization and with other members, help set the tone of the organization, participate in activities and generally provide leadership. While it is expected and typically demanded by the local or state constitutions that the president and vice president be blind, board members do not have to be. However, it is generally the practice that the majority of board members and the membership body are blind. In the National Federation of the Blind it is an expectation that all officers and board members work to achieve the goals of our organization. There are no name only positions in the National Federation of the Blind.
Role of the Vice President at the Affiliate and Chapter Level
The main role of the vice president is to preside over meetings when the president is absent. The responsibilities of the vice president are to:
- Stand in for the president if s/he is away
- Support the president in running the affiliate or chapter and work towards achieving the goals of the Federation
- Assist the president with matters between meetings
- Deal with specific tasks or issues as requested by the president
The vice president needs all of the skills that make for an effective president as described above. Therefore it is important to pay as much attention to the choice of the vice president as to that of the president. Remember that on occasions, due to illness, family circumstances, or the like, the vice president may be asked to fill the role of president on more than an occasional basis.
Role of the Secretary at the Affiliate and Chapter Level
The role of the secretary at its most basic is to keep accurate minutes of meetings, although its responsibilities are frequently wider and more substantial. The role of secretary is critical, and you need someone who is efficient, pays attention to detail, and has good administrative skills. Keeping accurate minutes is a learned skill; minute takers do not need to record every word said, yet they need to record more than just the decisions made. For tips on creating useful and accurate minutes see How to Create Useful Meeting Minutes.
The responsibilities of the secretary include but are not limited to:
- Help the president to plan meetings
- Organize the logistics of meetings
- Take and distribute minutes (See How to Create Useful Meeting Minutes)
- Deal with board correspondence
Role of the Treasurer at the Affiliate and Chapter Level
The main role of the treasurer is to maintain a financial overview of the affiliate or chapter. They are also responsible for setting up and managing accounts for the affiliate or chapter including establishing an Employer Identification Number (EIN) and to use best practices according to our accounting department at our national center. For a treasurer, you need a person who is good at figures, understands accounts, and can explain accounts in layperson’s terms. The affiliate or chapter will also need someone who has the required time to give to the role, as it is likely to entail a fair degree of work.
The responsibilities of the treasurer include but are not limited to:
- Look after the finances
- Prepare and present, in a timely manner, understandable financial reports to the President, board and members (See Appendix B - Template for State Financials. This can also easily be used for chapter reporting as well.)
- Ensure that the financial resources of the organization meet its needs; typically including chairing the fundraising committee
- Ensure that appropriate accounting procedures and controls are in place
- Advise on the financial implications of any new projects
- Prepare the monthly reports and send them to the national center in a timely basis
The Financial Relationship between Chapters and Affiliates
- Every affiliate has their own EIN and has been granted IRS 501(c)(3) tax-exempt status
- Chapters must have their own EIN, but most have not been granted IRS 501(c)(3) tax-exempt status and are not recommended to do so (please see Appendix C: Obtaining an EIN-Employer Identification Number)
- Any chapter activity that requires tax-exempt status should go through the affiliate. This includes large fundraising events, grants, and even tax-exempt letters. The affiliate needs to collect the funds and then grant it to the chapter.
Authorizations
All expenses are reviewed and authorized by the president. The president provides the treasurer with a written authorization form or an email for expenditure. Emails should be printed out, but can also be saved for future reference. When a reimbursement is requested, it must include receipts and be approved by the president. All authorizations for the president to be reimbursed need to include receipts.
Security
The checkbook is to be secured at all times; locked in a drawer, cabinet, or room when not in use.
Check Signers
At least two people should be authorized to sign checks. Check signers should include the treasurer and secretary or another officer other than the president. A third signer can be authorized as a back-up signer. The president should be designated as a check signer only for emergency purposes. Ideally, the person who writes checks should not have authority to sign checks; however, this may not be possible. Any checks written for $5,000 or more should be signed by two check signers. Signature stamps are NOT to be used; checks are to be signed by hand.
Who to contact: questions on affiliate and chapter finances (including reporting, IRS issues, bank accounts, etc.) can be directed to Nick Lambright at [email protected], [email protected], or 410-659-9314, extension 2507.
The Election Process
The National Federation of the Blind is an organization made up of a diverse group of people who work toward the goal of helping blind people everywhere to live the lives they want. We accomplish this by joining together in local chapters and state affiliates to do the work of the organization. The Federation is a member-driven organization, and we employ a democratic process for electing our leaders.
Each affiliate and local chapter is governed by a state or local constitution, and these documents generally include specific requirements for electing officers and board members. For example, our model state and local constitutions allow each chapter or affiliate to determine how many officers and board members are needed. The constitution also determines when elections should be held, how elections should be conducted, and the length of each term for officers and board members.
While your constitutions should tell you when to hold elections, which officers or board members to elect at each election, and how long their terms should be, some additional guidance may be helpful. Use of the following guidelines will ensure an orderly election process.
You should remember that this is an organization of the blind, and as such, we govern ourselves by ensuring that our local, state, and national boards are controlled by blind people. Therefore, our presidents, vice presidents, and a majority of our boards must be blind.
Nominating committees are not specifically required, but our national organization, most affiliates, and some larger chapters have adopted the practice of using a nominating committee to select a slate of candidates. That committee normally meets in a closed door session, and the results are kept confidential until it is time to conduct elections. The committee chairperson normally presents the slate of candidates to the convention or the local chapter, and the convention or chapter approves the report prior to moving to elections. Even when a committee is employed, members are also allowed to nominate candidates from the floor. If no committee is used to nominate officers or board members, all candidates are nominated from the floor.
The affiliate or local chapter president normally conducts elections. The exception to this rule is that he or she should not conduct the election for any position for which he or she is a candidate. In that case, the sitting vice president should conduct the election for that position. Then, the president may conduct the election for all other positions.
If a nominating committee has been used, the president should tell the convention or the chapter which position is being considered, who currently holds the position, and who has been nominated for the position. Then, he or she should call for nominations from the floor. If no other names are placed in nomination, the president should accept a motion for nominations to cease and allow election by acclamation after three calls for nominees. If there are other nominees, the president should move to the election for that position.
Elections may be conducted using a voice vote, a show of hands, a standing vote, or a roll call. If no candidate receives a majority after the first vote, the person with the fewest votes is dropped from contention and voting continues until a candidate has received a clear majority. If a voice vote is used the president should offer the losing candidate the opportunity to contest his or her decision regarding the outcome. If the candidate requests a recount, one of the other methods cited above should be used in order to clarify the outcome. Elections for all positions should be conducted using the same method. If no nominating committee is used, the president should use the same method, except that there is no committee report to approve, and all nominations will come from the floor.
The officers and board members elected take office at the close of the meeting at which they are elected.
Building an Effective Board
Developing an effective board is one of the toughest jobs any chapter or affiliate has. None of our board members are paid, and the roles they are asked to undertake can be demanding. Because the National Federation of the Blind is a membership organization, our boards are tasked with carrying out member-driven policies, and our officers serve as the face of the organization, the chief fundraisers, and cheerleaders for the organization.
Selection of engaged officers and board members is critical to the success of our mission. It is important to recruit people with the skill sets we need, but perhaps no factors are more important than the ability to remain engaged in the governance process and the willingness to consistently commit to serving the best interests of the organization.
In considering who should serve on a local or affiliate board, members should answer the following questions:
- Who is passionate about our cause?
- Who is truly willing and able to donate the time needed to serve?
- Who consistently completes tasks he or she takes on?
- Who is willing to take on jobs that are not glamorous?
- Who enjoys learning?
- Who knows when to say “no” rather than committing to a project he or she cannot complete?
- Who is willing to mentor others so they can take on a leadership role in the future?
- Who is willing to make personal donations and assist the organization to find other donors?
- Who brings both ideas and a willingness to work at making those ideas possible to the table?
- Who is willing to work toward recruiting his or her replacement?
If we are to succeed at maintaining quality board members it is important that each chapter and affiliate develop a process for educating new members and potential leaders about our philosophy, mentoring people to take on committee and board roles in the future, and identifying gaps in leadership skills in an effort to fill those gaps.
Being a Leader in the National Federation of the Blind
Welcome to becoming a leader in the National Federation of the Blind! Whether you are on the affiliate board, chapter board, or are heavily involved in the work of the Federation, you now have a responsibility to the organization you may not have had previously. In this section we will define leadership, what is expected from leaders in the National Federation of the Blind, and some tips which you may want to consider as you embark on this journey.
Generally speaking, leaders are able to determine where problems lie and what potential solutions lay ahead, and they are able to rally others to subscribe to belief in the problem and in the development of and implementation of achieving the solution together. They nurture leadership in others so that they can continue to carry out the work through planned and informed succession. At the National Federation of the Blind we have shared organizational goals; they are to achieve “equality, opportunity and security for the blind.” We do that through the programs and initiatives we discuss in this guide. Beyond that we continually seek to find spaces in which we can make a difference and change the perception of blindness. Thus, as a leader of the National Federation of the Blind, there is an expectation that you share these goals and have demonstrated a commitment to carrying them out.
Beyond the shared goals and directives, you must be able to communicate and work towards implementing them with others. This begins with the members of our organization and extends to those outside our membership. Remember that at the heart of our organization is advocacy which allows us to inspire systemic change. Thus, knowing our philosophy and brand, our core messages, and being able to communicate those concepts to those who aren’t members is crucial to the continued growth of the Federation.
Essential to good leadership is being able to bring others onboard and getting them engaged in carrying out the effort it will take to fulfill our organizational goals. The National Federation of the Blind is a volunteer organization. While we have a staff at the national center in Baltimore, it would be impossible for such a small group of people to have affected the changes we have as an organization. Our power lies in harnessing the individual talents of our members to carry out our vision. As a leader it may be tempting to simply do things yourself; however, that will not only potentially lead to burn out, but you will also be depriving the organization from benefiting from the diverse perspectives and experiences of our membership. Create groups and committees to help with specifics such as fundraising, membership building, etc. But be sure to manage those groups so that they continue to work productively toward the established goals. Though our volunteers do the work of the organization because we all believe in the movement, it is always important to express gratitude for their time and effort. Members of the National Federation of the Blind are professionals, family members, and lead busy lives, so recognizing that everyone’s time is valuable and that they as individuals are appreciated will go a long way toward forming a strong community. For an extensive and incredibly helpful discussion on teambuilding and management, we invite you to read “Keeping Sight of the Vision” by Bruce Gardner.
Last, a leader must nurture the leadership skills of others. Often as leaders we become so entangled in managing day-to-day duties, making sure that chapter meetings happen, and that affiliate state conventions are larger and better every year, that we forget that we cannot do this forever. It is vital for the movement that we constantly seek to develop the strengths of our members and nurture those who we recognize to have strong leadership potential. There are a variety of ways of nurturing leadership:
- Mentoring: The National Federation of the Blind would not exist if it was not for mentoring. Think about when you first became involved, did you stay involved simply because you thought it was a fun organization? Or did you stay involved because of personal connections with members and leaders? For most of us the latter is true. As a new leader make yourself available to answer questions and be a mentor to others. Encourage your board members at all levels to do the same.
- Conducting leadership seminars: Whether at the chapter or state level, by conducting in-person meetings where you discuss the philosophy of the Federation and focus on leadership skills, your members will become more involved and you may notice the strengths of members who you did not know. Though leadership should be a focus for such meetings, the bottom line is to get to know your members on a deeper level and to continually encourage them to remain involved.
- Leverage national resources: On the national level we conduct several leadership seminars for subsets of our organization, ranging from affiliate presidents, to seminars for students, parents, etc. As an affiliate president you can also request to have an affiliate leadership seminar in your state or at the national center. These requests should not be made lightly as a significant amount of resources go into making these seminars possible; however if you feel that your affiliate could truly benefit from such a gathering be sure to speak to President Riccobono about having a leadership seminar for your affiliate leaders.
While nurturing leadership is important, it should never lead to turning away from members who are at a different place in their journey. As a leader of our organization, it is crucial to always act with compassion. Most of us in the Federation had a time in our lives when we were not okay with our blindness, and we found Federationists who supported us through those difficult times, believed in us, and demonstrated through their actions that blindness was not the end of our lives’ journey. We must always seek to meet our members where they are in their journey and seek to make them part of our family.
As a National Federation of the Blind leader there are certain expectations you should meet. First is to be in sync with and responsive to our national policies. The policies and agenda of the organization are set by our membership during the national convention. Those priorities should serve as the guide for your work on the local level. Second, following the leadership of our national office means that we abide by the policies set forth by the organization. Among these policies is our Code of Conduct which sets out the standards we have for our leaders. Regardless of personal beliefs, leaders are expected to exercise tolerance toward a diverse body of members. The members in your chapters and affiliates should be aware of the code of conduct, and as an affiliate or chapter president you are asked to share and ask your board members to sign the code of conduct.
Third, leaders should always seek to find ways to further our mission as an organization. That means everything from fundraising, to finding innovative ways to educate the public, to presenting our programs and initiatives to those who are newly blind or new to the organization. Furthermore, we expect local leaders to share their ideas, questions, and concerns with our national leadership. We are all the same organization and there should not be a feeling of separation between our local leadership and national leadership. Last, we expect leaders to promote the programs of our organization. The National Federation of the Blind programs, such as the scholarship program, NFB-NEWSLINE®, and STEM camps are meant to support the dreams of blind people around the country, and to also introduce them to our organization. It is through these programs that we often find blind people who had no idea we existed, and as a local leader it is your responsibility to follow up with those individuals we have touched through one of our programs.
We would like to share the perspective of some past leaders with you. In his article “Driving the Affiliate," J.W. Smith, former president of the Ohio affiliate, outlines some core concepts of good leadership.
- Let your membership know who you are. Our organization inspires leaders to serve for a significant amount of time. Thus, when a new leader comes into office, it is important they make sure their membership knows them as a distinct individual with a distinct style of leadership.
- Let your membership know what you bring to the organization. Presumably those who voted for you know that you bring specific characteristics to the position. However, you should try to let the rest of your membership know the kind of commitment and passion you bring to the office.
- Learn to deal with criticism. As a leader it is important to surround yourselves with a group of people who will be honest with you and give you meaningful feedback, even if it is difficult. However, expect to get a fair amount of criticism and to learn from that which seems important, and move on from criticism which is not constructive.
- Build a team. Your board, your members, your core people, you must bring them together to form a team that works collaboratively, and which has a wide range of experiences. Diversity is important for any team to be most productive and effective. Trust your team and resist the temptation to micromanage. Always encourage your team to mentor others so that the torch of leadership is never at a standstill.