National Federation Of The Blind (Nfb)
Articulate and demonstrate an empowering philosophy.
“As president of the National Federation of the Blind, the largest membership organization of blind persons in this country,” says Marc Maurer, “my most effective leadership technique is best described as the articulation of an empowering philosophy of blindness, and then demonstration of this through both conventional and unconventional means.
“I speak frequently and write even more often about the NFB’s philosophy on blindness, which challenges the traditional attitudes toward the blind. This belief system offers to those of us who are blind and visually impaired an understanding of ourselves as normal people with the characteristic of being blind. We understand that blind people with proper training and opportunity can do any job commensurate with their aptitudes and talents.
“Blind people can live full and complete lives, including raising families, being adventuresome, participating actively in local communities, and doing whatever they desire.
“The second and probably most important aspect of my leadership technique is that I find opportunities to demonstrate this empowering philosophy by doing things not usually associated with being blind.
“I build large charcoal fires and grill steaks for blind and sighted alike, I split wood because at one time I didn’t think a blind person could do that, I lead groups of young blind persons through the construction site of our new Research and Training Institute, and I teach other blind persons how to use a chainsaw.
“During leadership seminars that I conduct with members of the NFB from around the country, I demonstrate this philosophy through group examination of dilemmas presented in letters I have received from blind persons. I ask those attending the leadership seminar to consider questions posed in these letters.
“Using our understanding that the real problems of blindness are the attitudes and misconceptions held by the public, and blind people ourselves, rather than simply the fact that we can’t see, I guide the group through a process of self-exploration. I use a Socratic questioning style, which encourages those participating to think pragmatically about the real problems of blindness, and, through this questioning method, I demonstrate that I expect a lot from them.
“Frequently blind individuals, no matter if they have been blind all their lives or are new to vision loss, are regarded by those around them as not able to do much. I try to counter that by demonstrating to them that they are worth my time and energy and that I expect excellence from them. The most elegant gift you can give individuals being groomed to be leaders is the expectation that they will use their talents and abilities fully.
“I believe my leadership style is built on a commitment to a vision that I learned from previous leaders of the organized blind movement. This vision demands that a leader of this proud minority group lead by example.
“Integrity is something that is demonstrated and not simply talked about. My leadership continues to foster a culture of disciplined action built upon a tradition of compassion for each other and a dedication to an uncompromising belief in the inherent potential of blind people.”