My fundagelical brother is quite fond of The Benedict Option. This is understandable, as humans thrive best in stable communities under Dunbar’s Number. This is unrelated to religion, and is just the way humans are. We, like wolves, remember our predator past, and like to live in packs, also called tribes, or clans. Tribes are formed by the bonds of mutual obligation. I save your life and you save mine. I feed you and you feed me. I raise up your dwelling and you raise up mine. I give you turnips and eggs, and you round up my sheep when they get loose, even years later. I teach your kids to make spears and you teach my kids how to speak the neighboring tribe’s language. Of course, it is more complicated than that.
We humans were meant to live in conditional hierarchy, with spheres of sovereignty. There is a tribal leader, and what he says is what happens. He makes the decisions, and the people obey. However, he doesn’t do it without listening. Good tribal leaders listen to even the least among them, because the person who is closest to the problem knows the most about it. That is what Saint Benedict did, when he claimed that the Holy Spirit talks even to the least among them, so we listen to what they have to say. When the Catholics said to adopt subsidiarity, they meant it. The lowest and farthest away from the Ivory Tower should make decisions. The person who owns the sheep gets to decide the day to day decisions on where they will graze, and where they will not. The tribal leader resolves disputes, and says, the tribal warriors will protect the sheep from raiders and thieves.
The tribal leader does not get to tell the healers what to do when they’re not a healer themselves. At the same time, the tribal leader doesn’t get out of all of the work. Everybody works. Everybody studies and learns. When something needs doing, even the leader will do it. It works better if the leader has been in the kitchen, has bound wounds after an accident, has built a house, dug the latrine, mucked out the stables, and copied the manuscripts, and can do it again at a moment’s notice.
Leaders always are willing to help, and always are willing to learn. They’re not the movie villain leaders who kill their underlings when they mess up. That’s stupid. It engenders fear in your underlings. Far better to engender trust and respect instead, by actively monitoring and teaching your underlings to do their jobs better. How to correct mistakes after they inevitably arise, to put the mission before your ego, must be done in an environment where underlings are willing to come to you with their errors, trusting that you won’t be angry at them, that you’ll find a way to fix whatever happened. We don’t sweep our mistakes under a rug and cover them up. We bring them up in front of everybody who is ready so that everybody can learn what to do better next time.
Leaders have emotional stability. Somehow, even if their spouse died in a car accident earlier that morning, they’re capable of making functional decisions to get their jobs done. It’s not that they never grieve. A leader will have the capacity to put off grieving until the right time and place, and will schedule it to make sure it happens. A leader has the capacity to control their anger, to put it off until later, to schedule a healthy time to express it in a helpful way. A leader has the capacity to control their excitement, to celebrate later. Leaders also have the capacity to channel and focus on one particular emotion and bring it to the forefront, when the situation calls for it. What you tolerate is what you promote.
What works best in a stable lifelong community is not the same thing as what works best in transient communities that are constantly shifting and moving. How much does a community adapt to its surroundings, and how much does a community decide that a certain practice is at the core of who they are and they’ll even maintain that practice when threatened with death? How insular is the community? How diffuse is it? How much do they work, and how much do they just sit in their caves and contemplate? How much control does the leader have over their followers? How do they bring in new members? How do they kick people out? What are the boundaries, what are the relationships with outsiders?
There are many assumptions that people bring to monastic life, even secular monastics, which just ain’t so. As above, so below. As within, so without. Claim victory in your heart and the universe will follow. People assume that monastics are closed off to the rest of the world, that they reject all of the outside. That’s not true, and it never was. Not even the Carmelites are entirely enclosed and removed. They can hear the outside world, the airplanes flying overhead, the traffic from the nearby road, the screaming children in their city, and the lack of birdsong after the birds died. They just have thicker walls, and a stronger sense of who they are and what their mission is, that’s all.
As for their mission, one of the better translations into modern speak would be, what game are they playing? Clearly, they are not playing the How Much Money Can I Hoard game. They are not playing the How Many Social Media Followers Can I Hoard game. They don’t seek to become Kings or CEOs. There are a ton more games out there than the popularity, wealth, and power games. What is your mission? Good leaders know what they want. They may not know how to get there from here, but the path was always a zig-zag mess of false starts and learning from what didn’t work and getting closer and closer to knowing what does work to get closer to what the game is, what their mission is.