Leadership and mentoring are incredibly important for the future of the American Legion Auxiliary as members pass down knowledge on how to move the mission forward. This is true for all levels of the organization — from unit to national.

Sharing leadership advice — ranging from how to run a meeting to working through difficult topics to successful mission-outreach ideas — can all benefit the next group of leaders to flourish and continue a mindset of veterans, military, and their families first.  

It’s important to weave mentorship into the fabric of the American Legion Auxiliary so it becomes standard practice to the next person in line. Success benefits everyone and ensures smooth transitions. 

Leaving the next unit president, for example, to navigate the new-to-them position isn’t helpful — mentoring can provide perspective and feedback on what has/hasn’t worked that previous year and offer guidance. It doesn’t mean everything has to be repeated verbatim from year to year — new and different ideas are great — but advice from previous experience is at least a good starting point. 

According to Harvard Business Review, mentoring another person can strengthen confidence, decision-making, and collaboration in that future leader, which leads to productivity in successfully working the mission and leading others. 
 
Servant leadership and what it means for ALA leaders
Dating back to the 1970s, servant leadership says leaders have a duty to focus primarily on meeting their mentees’ needs rather than their own.

According to the article by Harvard, servant leadership involves others in decision making and is based on ethical and caring behavior. You want the next person to succeed. You want them to continue moving the ALA forward in a positive direction. 

Being a servant leader and focusing on mentoring others is a key component of success for the next generation of leaders. 

The Harvard article talks about 10 leadership characteristics ALA members can utilize that will support our next generation of leaders: 

• Listening: a commitment to listening intently to others paired with reflection and thoughtful response.
• Empathy: an effort to understand, empathize with, and accept others for who they are.
• Healing: a focus on helping others overcome emotional wounds and move toward wholeness.
• Awareness: both general awareness and self-awareness, contributing to insight into power, ethics, and values.
• Persuasion: a reliance on influence and reason rather than coercion or manipulation. 
• Conceptualization: the ability to think beyond day-to-day realities and imagine broader possibilities.
• Foresight: efforts to understand lessons from the past, the realities of the present, and the likely consequence of a decision for the future.
• Stewardship: acting with the understanding that leadership is a trust held for the greater good 
of society.
• Commitment to the growth of people: the belief that people have intrinsic value beyond their measurable contributions as workers. 
• Building community: a desire to foster genuine community within organizations and institutions.
 
Knowing when to step down 
It can be difficult to step down from a position when you have perhaps been in that role for years. But instead of thinking in terms of “I’m not in charge anymore,” shift your focus to that of mentorship and how your years of knowledge and skills can help the next person lead. Instead of being “the one in charge,” you are taking on an equally important role as their mentor. 

An article in Forbes discusses some reasons why people can be hesitant to step down — which some ALA members probably relate to. But holding on to a position too long can stifle innovation, morale, and long-term growth at various levels within the Auxiliary. Here are a few reasons from the article that members in this position might relate to:

• Identity and self-worth: For many leaders, their role is not just a job; it’s a significant part of their identity. Stepping down can feel like losing a part of themselves, leading to a crisis of self-worth and purpose. 
• Fear of obsolescence: The fear of becoming irrelevant is a powerful motivator. This fear is exactly why becoming a mentor to those in leadership positions is important — your skills and knowledge are still needed and valued. 
• Power and control: Power can be intoxicating. The ability to make decisions, influence outcomes, and be at the center of an organization’s success can create a strong attachment to a leadership role. Stepping down might feel like a loss of influence.
• Legacy concerns: Many leaders are deeply concerned about their legacy. They fear that stepping down might lead to a loss of control over how they are remembered or that their successor might undo their work. Also, they may not have confidence in the next generation’s ability to be as effective as they are. This fear of losing control of their legacy may cause them to stay in power to ensure their vision 
is preserved.

These are valid reasons to be afraid of stepping down. But staying on as a mentor instead will truly serve everyone involved. 

Remember: Stepping down isn’t a bad thing. It can prevent a unit from being stagnant and allows new ideas and energy to be part of the ALA. It can be positive and a great way to give others the chance to try their hand at leadership to see where it might take them, the unit, department, and national organization. 
 
Transitioning from leader to mentor 
Mentoring can be a great, positive influence on fellow Auxiliary members, leading to progression within the unit level and above through leadership growth. 

Being a mentor means you can be that member’s go-to for guidance and advice since you’ve been in the position already. You know what to expect, the unique questions and situations, and how to navigate them. You can answer the tough questions. You are a teacher, an asset to the next leader in line. Instead of thinking of not being the unit president, department president, or National Executive Committee member anymore (or any position at any level), remind yourself you are of value. You have such a plethora of knowledge to share. You can be much more supportive than you realize. Giving advice — whether it’s used or not — is beneficial for options and ideas.

Leadership and mentoring are part of the American Legion Auxiliary and can benefit the organization. The Auxiliary is a place for members to grow in their leadership skills, knowledge, and abilities to better serve our veterans, military, and their families. 
 
National ALA Leadership Committee available for guidance 
The purpose of the ALA’s Leadership Committee is to better equip members to serve in leadership positions with confidence and skill. 
Key program statements: 
• To raise awareness of ALA leadership development opportunities.
• To promote participation in the ALA Academy.
• To enhance knowledge about ALA history, programs, and organization.
For more ideas and to connect with other leaders, request to join the committee’s Facebook group at www.Facebook.com/groups/ALALeadership or email leadership@ALAforVeterans.org. 
 
 
Leadership courses available to all members 
ALA Academy webinars are available to take from any device at any time. You can watch alone or in a group (perfect for unit or district training opportunities). 

These previously recorded courses are designed for you to take at your convenience, with no need to pre-register. Check out the Academy today at www.ALAforVeterans.org with your member sign-in and step up your leadership! 
Leadership courses available now:
• ALA Leadership: Living Our Motto of Service Not Self
• Exploring Leadership Styles