Sacred Trust

By Rick James

It is a privilege and responsibility to intervene in an organisation – whether as leader, as Organisational Development consultant or as a funder. When we step in we are treading on people’s lives – their identity, their sense of self. What we do and say can have a profound and personal impact on them. It can influence their relationships with those around them and even their relationship with God. We have the potential to do good, but we also have the potential to do harm. To intervene in any organisation involves a sacred trust.

Every now and then I wonder, do I really have any inkling of the responsibility I carry? If so, would I not do my work with more effort, more diligence, perhaps even with ‘fear and trembling’? It makes me ask myself lots of questions:

This week:
Do I really try to bring the very best of myself to my work each day ?
Do I ensure I am mentally, emotionally and spiritually prepared when I intervene in an organisation’s life?
Am I being a steward of grace in my relationship with this organisation?

One comment

  1. The consultant is viewed as a knowledge expert and, generally, a high premium is placed on one’s recommendation. It is a responsibility to handle with much trepidation. During an organizational capacity assessment of a Catholic diocese, I was interviewing the Head of the Novitiate of a congregation of sisters. She said she had always dreaded being a Formator, serving as the one to decide whether or not a girl should proceed on into consecrated life. It occurred to me that everyone in the position of leadership, whereby one’s decisions affect the wellbeing of someone else, is on sacred ground.

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