Have you ever met a dysfunctional manager?
Someone who has been managing up, managing down, managing sideways, somehow trying to get things to work but failing? In your temple, church, mosque or synagogue?
A manager can be any one of burned out, corrupt, entitled, or arrogant. It is possible that a manager in a religious organization has lost touch with the purpose of the organization… I discussed that in one of my previous posts. That article talks about whether it is possible for a genuinely spiritual organization to even exist.
Corporate vs. Religious Management
In the corporate world, managers have it relatively easy. After all, when things get sticky, they can choose to leave. They switch jobs or fire people. They can also switch roles. We concluded with the sage words of Srila Prabhupada on how to manage effectively. The essence is that the managers or leaders can’t lose sight of the spiritual goal, the main thing.
The dysfunctional manager’s dual persona
The confusing part is usually when we meet such a dysfunctional the manager as an individual. They are usually a perfectly nice person. But when we meet the individual in their role as a manager, they can be cold or calculating. They may behave as shrewd, political, or even diabolical. They might seem callous, jealous, or envious. Sometimes, they are angry, sad, frustrated, anxious, or exhibit other negative traits. Most of the time, they may come across as uninspired and uninspiring.
Challenges for Managers in Religious Organizations
Let’s face it. Managers in religious organizations have it tough.
Managing Volunteers
On the one hand, they manage an organization of volunteers. Volunteers can choose to accept what the manager is telling them, or do otherwise. Volunteers are few and far between. Volunteers are hard to fire. Every religious organization needs its volunteers.
Reporting to Senior Leaders
On the other hand, managers in religious organizations often report to senior religious leaders. These leaders can be very demanding and authoritarian. Some of them can be egotists, worse than leaders in the corporate or business world. After all, a person who actually believes he is worthy of his exalted position can be dangerous. This belief is downright perilous.
Resource and Donor Management
There are other constraints. Managing scarce resources is one of them. Keeping donors happy without pandering to their every whim is another difficult job.
The Consequences of Burnout
Continuously managing in this way leads to burnout. Managers lose their focus, their vision, and their enthusiasm. They end up acting in petty ways or developing serious issues like abuse of power, corruption, etc. Such managers land their organizations in hot water. Then, they cease to think or act “spiritual” by any stretch of the imagination. The news headlines reveal this all too often, unfortunately.
The Neglect of Personal Well-being
Mainly, the problem is that management stresses leave the managers no time and energy. Managers (often volunteers themselves) can’t take care of their own physical, mental, emotional needs. Most importantly, they can’t invest into their own spiritual needs. All too often, managers in religious organizers manage, manage, manage their way into personal destruction, disrepute, disgrace, and eventually oblivion.
The Difficulty of Finding Qualified Managers
Understandably, it is very hard to find a serious spiritualist who will take up management responsibility in a religious organization. So many individuals with integrity and capability refuse. The task is very challenging. As a result, all too often, someone ends up in the role who is not qualified to manage. This happens out of necessity or just convenience. Someone who happened to be at the right place at the right time. So, unfortunately, it so happens that a dysfunctional manager is often kept in the role for too long. To the detriment of the individual. To the detriment of the organization. And to the detriment of the congregation.
To a sincere but capable soul, accepting management responsibility with no end in sight seems like spiritual suicide.
Not just burnout…
There is a well-known saying that power corrupts, and absolute power corrupts absolutely. This applies to all situations where someone has some power. But it is especially applicable to managerial situations in religious organizations. After all, a manager in a religious organization does have material power. This includes access to money, people, land, and resources. But they also carry the special cachet of being close to God.
To anyone who opposes a dysfunctional manager, that is a double jeopardy… They are dealing with someone who is undoubtedly very powerful. This person is also apparently very close to God!
And of course, all members of religious organizations are instructed to be subservient to authority! See the problem?
When someone has lost the mood of a servant
In all effective organizations, the leadership must keep the mood of being a servant.
Sri Chaitanya Mahaprabhu, God Himself appearing in the form of His own devotee, famously said this:
नाहं विप्रो न च नरपति नापि वैश्यो न शूद्रो
नाहं वर्णी न च गर्हपतिर्नो वनस्थो यतिर्वा |
किन्तुप्रोद्यननिखिलपरमानन्दपुर्णाम्र्ताब्धेर्
गोपीभर्तुः पदकमलयोर्दासदासनुदासः ||nāhaṁ vipro na ca nara-patir nāpi vaiśyo na śūdro
nāhaṁ varṇī na ca gṛha-patir no vanastho yatir vā
kintu prodyan-nikhila-paramānanda-pūrnāmṛtābdher
gopī-bhartuḥ pada-kamalayor dāsa-dāsānudāsaḥ“ ‘I am not a brāhmaṇa, I am not a kṣatriya, I am not a vaiśya or a śūdra. Nor am I a brahmacārī, a householder, a vānaprastha or a sannyāsī. I identify Myself only as the servant of the servant of the servant of the lotus feet of Lord Śrī Kṛṣṇa, the maintainer of the gopīs. He is like an ocean of nectar, and He is the cause of universal transcendental bliss. He is always existing with brilliance.’ ” https://vedabase.io/en/library/cc/madhya/13/80/
God Himself is flawless in all respects, in every role. Yet, God’s illusory energy, Maya, she, is a formidable temptress. Maya can convince anyone of that which is not. A manager or a leader can be falsely convinced that they are not a servant.
दैवी ह्येषा गुणमयी मम माया दुरत्यया ।
मामेव ये प्रपद्यन्ते मायामेतां तरन्ति ते ॥ १४ ॥daivī hy eṣā guṇa-mayī
mama māyā duratyayā
mām eva ye prapadyante
māyām etāṁ taranti teThis divine energy of Mine, consisting of the three modes of material nature, is difficult to overcome. But those who have surrendered unto Me can easily cross beyond it. https://vedabase.io/en/library/bg/7/14/
It is very easy for anyone to fall prey to the illusory material energy. After all, religious organizations are not full of perfected beings, but those who are trying to become spiritually perfect! So, it is practically unfair for a religious organization to leave someone in a position of power for too long.
Madhvacharya’s Management Genius
Madhvacharya, an influential 13th Century Guru was a management genius. While his spiritual contributions are unparalleled, there is another amazing contribution. He presented a very intelligent management paradigm that religious organizations should take note of. He recognized all these problems and came up with a master stroke of a management strategy.
Madhvacharya disappeared from our view in the Himalayas at Badarikashram over 700 years ago. He went to associate with his Guru Sri Veda Vyasa. It is said that the spiritual master and disciple are still living there, up in the Himalayas. But the management system he put into place still continues to work in Udupi, at the Sri Krishna Matha.
The Rotating Management System
What is Madhvacharya’s management genius? He built 8 management teams under 8 capable leaders. Not one, not two, but EIGHT! He then put each team in charge of management of the temple for two years, on a permanent rotation basis. So one team takes charge, manages the massive temple for two years, then hands over to the next team… continuously rotating.
Benefits of Rotation
Each team gets 14 years to invest into their own physical, mental, emotional and spiritual wellbeing. Then they sacrifice two years to serve at the temple… and then, before any of the above negative things start happening, they exit the main stage. They are now ready to recover, recoup, and reinvest into their spiritual core. They get a good 14 years to regroup, share reflections, and prepare for their next shot at the management service.
The Impact on Manager Motivation
Put yourself in their shoes. If you get 14 years to prepare for something, how eager and enthusiastic would you be? How hard-working, sincere, and serious would you be if you have just 2 years to actually do it? Many leaders don’t even get one chance to do the service, because after all, death appears to everyone. But if you do get more than one opportunity, we can be sure that the service will be always better.
The Importance of Rotation
There is no burnout, and no time to get involved in any detrimental activities. There is enough time to deeply ponder the purpose and mood and mission of the service. Religious organizations should take note of this. Any organization that does not follow such a rotation policy risks making the headlines for the wrong reasons. Do not keep a manager in a management role for too long. Find others, keep switching it up. Give everyone enough time to take care of their own health, physical, mental, emotional, and above all, spiritual.
Sri Krishna says this in the Bhagavad Gita…
युक्ताहारविहारस्य युक्तचेष्टस्य कर्मसु ।
युक्तस्वप्नावबोधस्य योगो भवति दु:खहा ॥ १७ ॥yuktāhāra-vihārasya
yukta-ceṣṭasya karmasu
yukta-svapnāvabodhasya
yogo bhavati duḥkha-hāHe who is regulated in his habits of eating, sleeping, recreation and work can mitigate all material pains by practicing the yoga system.
If you are a manager in a religious organization yourself, watch out!
You won’t get to your spiritual destination if you don’t take care of your spiritual growth. Managerial growth, or more fame, power, money or influence, is not the same as spiritual growth! Please guard your spiritual life with great attention!
I pray for your success!
Hare Krishna!
The author humbly expresses his gratitude to Sriman Ravindra Shyamsundar Joshi, his elder brother. His valuable feedback on this article addressed a key misunderstanding. It helped clarify that burnout was not the only cause of managerial issues in religious organizations.
Freedom through Genuine Spiritual Progress 