I have had numerous bosses over my 40+ year career. A few were great, most were good, and several were terrible. Coinciding with my career has been the opportunity to serve as a member leader (aka volunteer) for ASQ, something I have done continuously since 1992. As a member leader, I have served under many Committee Chairs, Section Chairs (geographic units), Division Chairs (technical groups), and several ASQ Chairs (the “big honcho”). Through their words and actions, I have learned to recognize both the positive and negative characteristics I expect in a leader.

Job interviews are a two-way street. Both you and the employer are assessing one another to determine whether there is a good fit. Ideally, both parties perform proper vetting and research before making a decision. Hiring a candidate whose skill set does not match the organization’s needs can be a costly mistake. Similarly, accepting a job offer that places you under a boss whose management style conflicts with your values or comfort zone can lead to negative outcomes.

Serving as a member leader for ASQ is somewhat different from traditional employment. First, and most obviously, if you do not like the situation you are in, you can simply walk away. Second, ASQ sets term limits, so you know that any particular situation - good or bad - will change within a year or two. Regardless of the organization, volunteers ultimately control their level of involvement.

Before accepting a new position, regardless of the organization, I suggest assessing not only the expected deliverables but also the characteristics of the person who will be leading you. A “bad” leader can lead to frustration, poor outcomes, and possibly a negative perception of the organization.

ASQ, like many volunteer organizations, is challenged to find enough member leaders. Not just any warm body will suffice; member leaders must be able to effectively execute tasks while working collaboratively in a team environment. Furthermore, those serving as a Chair must possess the skills needed to create a culture of inclusivity and accountability while also achieving the unit’s objectives. This is a tall order.

When member leaders ask me what it takes to be a successful Chair of a Section, Division, or Committee, I offer the following principles based on my experience:

1. Acknowledge people’s work.Recognition is how volunteers are “paid.” Offer frequent thanks and meaningful recognition. Saying “thank you” is simple and free.
2. Lead by example. Work hard and demonstrate commitment. People notice the effort you put forth, and it motivates others.
3. Have a plan. Establish KPIs, set SMART goals, and achieve them. Member leaders perform best when they understand the deliverables and how success will be measured. Hard work is important, but efforts that continually lack success will eventually lead others to question one’s ability to lead.
4. Be organized and prepared. For example, when leading a meeting, publish an agenda and follow it.
5. Provide feedback. While member leaders should have autonomy, positive reinforcement and constructive feedback increase the likelihood of success. Periodic one-on-one conversations are highly encouraged.
6. Provide effective guidance. Few people have all the answers, but a good leader knows where to find them.
7. Be decisive. Stand tall and show conviction. Doing so earns respect.
8. Be visible and available. Being present shows commitment. Being accessible demonstrates a vested interest in others’ success.
9. Avoid gossip. Speaking behind people’s backs quickly erodes trust and respect.
10. Be kind. This principle should guide your actions all day, every day.

You may notice that this short list applies to most leadership roles. Leadership within ASQ is not unique, but what is unique is the opportunity ASQ provides to develop and refine leadership skills. ASQ gives Chairs of Sections, Divisions, and Committees the opportunity to practice the principles above and learn to lead effectively. Because there are no “managers” within ASQ - only volunteers - leaders must rely on encouragement rather than authority. In other words, they must lead using the “carrot” rather than the “stick.” Learning to lead in this way can greatly benefit you in your professional career as well.

One does not need to be a manager to be a leader. Opportunities to lead will appear many times throughout your career. To help ensure success, it is best to be prepared - and nothing prepares you better than experience. Whether through ASQ or another organization, step up, help out, and help yourself.