Engaging and Identifying Untapped Leaders

The future of the BCA — together with our temples and churches — is predicated on a source of new leadership who can bring new ideas and new perspectives to move our organizations forward to meet the ever-changing world. 

Despite our Shin Buddhist tenet that recognizes that ongoing change is part of living, we err in keeping the status quo, making it difficult to encourage new leaders to step forward and allow change to happen.

Diagnosing the Problem

What is needed is a process or a program that provides a continuous stream of individuals who are willing and able to step forward to take the reins of leadership. What is preventing this from happening?

Is it that the “old guard” won’t step down? Is there “fear” or “doubt” that the new generations cannot manage the responsibilities? Is it that new leadership will bring about changes that may feel uncomfortable? Or is it that no one makes the “personal ask”?

As part of the workshops for the 2025 National Council Meeting, this issue was discussed in the workshop titled, “Identifying and Nurturing New Leadership.” 

The workshop explored this topic with three individuals: Arlene Kimata, past President of the Buddhist Church of San Francisco; Kendall Kosai, President of the White River Buddhist Temple; and Seiji Steimetz, board member at the Orange County Buddhist Church. The three panelists represented diverse ages and professional careers in nonprofit management, government and academia. 

Each of these individuals has a longtime connection with Shin Buddhism. But that history did not guarantee being actively engaged. Life often gets in the way of having time for temple affairs. A catalyst for being more actively engaged came from being part of a Sangha and belonging to a community of dedicated individuals who found value in the Dharma. 

Dharma School and activities for children were often expressed as a big draw. However, the commitment to extracurricular temple activities also meant that little time was leftover for stepping into other positions of leadership at the temple level when juggling career, personal well-being, family, children and their activities. 

The Personal Ask

What did make a difference was the personal relationships that existed among the Sangha and a “personal ask” by a trusted individual. 

For me, too, it was the “ask” by the late Rev. Dr. Seigen Yamaoka for whom it was impossible to respond with a “no.” I have heard that he had a profound ability to talk so many others into taking positions they thought they would never agree to take on. Rev. Dr. Yamaoka had an extraordinary ability to see the possibilities in individuals and match those with the needs of the organization, be it the BCA, the Endowment Foundation, or the Institute of Buddhist Studies (IBS).

Definition of Leadership

Much of what Rev. Dr. Yamaoka found in individuals was their ability to “achieve results.” In my executive leadership coaching practice, I use the definition of a “leader” as someone who can achieve positive results for whatever work they take on. 

Achieving results is enhanced by having the relevant technical skills and knowledge. It is further complemented with people skills that promote better communication, increase social awareness and greater empathy. Successful results best happen when an individual’s expertise and interests are matched with the organization’s needs: Rev. Dr. Yamaoka’s approach to identifying new leaders.

Since leadership is not based on a personality type nor the role at the top of the organization, a leader can be the office secretary, a Minister’s Assistant, or the volunteers who maintain our church facilities. Each contributes in their own unique way to get the results that we all are seeking to keep our temples operating. Each is a leader in their own right, celebrated for their contributions to the organization’s success.

As we look to members of our sanghas, there are many who meet these criteria. However, has existing leadership taken the time to establish relationships with these individuals? Are they aware of their expertise? Can a simple conversation begin that process? Once established, what is keeping us from making the “personal ask” to become more actively engaged? Let us make the effort to reach out and make the “personal ask.”

What’s Keeping Those From Stepping Forward?

On the flip side, the individual being “asked” is often reticent to step into a leadership position. Clarity on roles and responsibilities can be ambiguous and the organization should clearly define the expectations and duties of any role. Articulating how the role is impactful for the organization’s success provides clarity and a commitment for being able to contribute productively. “Onboarding” and the necessary mentoring required to make anyone feel comfortable in a new role will also make it easier for those “asked” to confidently step forward.

Past encounters with judgmental members of a Sangha can be a hurdle to overcome. There is a new emphasis on a culture of welcoming and acceptance that is promoted in many of our temples and at the BCA itself. The memories of past encounters will hopefully fade with time and individuals can know that their involvement, in whatever way, is welcomed.

Leadership Challenges

Recently, I was honored to be invited to a dinner for the Lion’s Roar magazine editorial board, which was hosted at the Jodo Shinshu Center (JSC) by our Bishop and a Lion’s Roar board member, Rev. Marvin Harada. 

I met leaders from various schools of Japanese Buddhism. We each shared in our challenges and our goals. Hearing the myriad of challenges faced by other schools of Buddhism in America, the BCA’s 125-year history has given us a structure, financial resources and an organizing framework to move Shin Buddhism forward. 

We are to be thankful to all those who have provided this platform for the future of Shin Buddhism in America. This is not so with our sister schools. And yet, they are leaders moving the ball forward in their own way with the challenges they face. Each is striving to achieve the goals and objectives of their organizations and see results that provide for their future as American Buddhists.

In summary, the future of BCA and our local temples and churches relies on discovering and nurturing an untapped resource of new leaders within our sanghas. 

I encourage every reader to reflect on how you can make a difference; how you can create positive results and step forward to become an active agent in helping to promote the Buddha-Dharma within our sanghas and to the many who have yet to hear and encounter Shin Buddhism in their lives. 

Thank you for your engagement.