As Superior General of the Institute of the Blessed Virgin Mary (Loreto Sisters), Sr. Carmel Swords leads a global congregation committed to education and service across 24 countries on five continents. Together with her General Council, she engaged in the Discerning Leadership formation and received team and organizational facilitation.

We asked Sr. Carmel how her experience with the Discerning Leadership Program has impacted her way of leading. Here’s what she shared.

The IBVM Leadership Team: Kate Myers, Mary Kamotho, Carmel Swords, Natalie Houlihan, and Geraldine Moktan.

Carmel Swords is my name and I am Irish. In October 2022 I was elected Institute Leader of the Institute of the Blessed Virgin Mary –  known worldwide as Loreto Sisters. For over thirty years my ministry was in second-level education. I served on the leadership team in Ireland before being appointed as province leader there. Since beginning our mandate, as an Institute leadership team, we have been working towards a merger with the Congregatio Jesu. Our members will take their canonical vote on July 31 next and it is hoped that the merger celebration will be held on November 4 in Loyola, Spain.

1. What is your current leadership role in your congregation, and what did it mean to you when you were chosen for this position? How did you feel about stepping into this role?

Currently I am an Institute Leader. When I was elected, I was province leader in Ireland. As a newly appointed team, we understood that our mandate was to carry through the proposed merger with the Congregatio Jesu. At our General Congregation, the Spirit was very evident and I felt that the support received there would continue as I took up the role. The team had a sense that God has chosen us for leadership at this juncture in our history. It was certainly daunting and leaving my home province was a wrench.  However, I prayed that I would give myself fully to the new role. The question that echoes through the Spiritual Exercises came to mind: What ought I do for Christ?

2. What are the biggest challenges you face as a leader? Which ones have been the most difficult for you, and why?

The biggest challenges I face as leader – in no particular order – are: 

• Navigating the merger which is a completely unchartered path.
• Working in an Institute where many provinces/regions, particularly in Europe and the U.S., are in diminishment while those in Africa and South Asia are flourishing.  So many adaptive challenges arise – mission and how to sustain it;  helping areas to take a long, loving look at the real and proactively address pressing issues; dealing with social issues in a VUCA world;  adapting to rapid technological changes; reviewing formation models.
• Raising awareness around safeguarding of vulnerable adults and creating communities of loving kindness worldwide. 
• Upholding subsidiarity – when to offer assistance and when to hold back. 
• How crucial context is and realising that charism is not lived in the same way in each country.
• Team-building – how to create strong, resilient relationships within the team while each member retains her identity within the group.
• Balancing work/activity  and rest/self-care. 

Generally, as a leadership team, we have navigated the merger steadily and reflectively. This is thanks to expert facilitation by the Discerning Leadership team. Their accompaniment and support have been invaluable.

It is difficult to raise adaptive challenges with some regions/provinces because of fear of change and lack of energy. A dearth of leaders is evident. 

In some provinces, there has been resistance to creating communities of loving-kindness as certain local leaders feel that their authority is being undermined.

3. Looking back over the past few years, how have you grown as a leader? Can you describe specific ways your leadership capacity has developed?

In school ministry, problems were addressed, a solution was found and action taken. As a provincial, leadership was often immediate. In the past few years, I have learned that the pace of general leadership is different – much more reflective. In Module 1 of Discerning Leadership we were asked: Are you praying enough?  As a team, we do not ‘skimp’ on prayer. Generally, at each team meeting we speak about how we come to the meeting before sharing reflectively on the gospel of the day. This means that all voices are heard in an open, safe space. In the case of more difficult issues, we allot a separate meeting which is interspersed with discussion and reflection. As individuals process at a different pace, we allow issues to ‘marinate’ for a day or two before sharing the outcome of our deliberations with those concerned. 

Relationships are key. While honouring subsidiarity, fostering relationships with province/region leaders has been much appreciated. 

No-one of us has all the gifts. Empowering team members and encouraging them to own their gifts reaps dividends for the good of mission.

4. How has the Discerning Leadership Program supported your growth as a leader? Can you share one or two concrete examples of how it has positively impacted your daily leadership?

From a team perspective, we attended the  three modules of the Discerning Leadership Programme together and this proved invaluable. All members avail of coaching and speak openly about it. This has had such a positive impact on us as a team but also as individuals. 

We learnt the difference between technical challenges and adaptive challenges. In the first module of DL, there was talk of ‘detectors of grace’. God loves and labours on our behalf.  At the three modules, we were given tools of adaptive leadership to help with this – balcony view, reframing the question, how to manage tensions generatively, act politically, be comfortable with the uncomfortable, collect data and hold steady. We have learned to lead as a team in this way. I feel that we have grown our adaptive capacity.

Synodal leadership is modelled by the DL team. They interact so comfortably  and collaboratively together.  

I appreciated Fr. Mark Ravizza’s S.J. input on discernments and the inner dialogue of the leader. His advice resonates still – MAKE THE DECISION. 

Personally, I have moved from being  reactive to taking a more measured, considered, prayerful approach to decision-making.  In many instances, I have moved from immediacy to planning/visioning. I am not afraid of squilibro. The input on preparing a conversation is a tool I frequently use.  

I have grown in my awareness of polarities – two sides of the same coin – separate and connected.

5. What advice would you give to new leaders who are just beginning their leadership journey?

Do everything under God’s loving gaze. 

Seriously consider doing the Discerning Leadership Programme and share on the experience with each other. 

From the beginning, do all you can to build team. Really look at the members so that giftedness is encouraged. Set each other up to succeed. 

Seek expert help when needed. 

Do not feel pressure to solve problems quickly. Take time in prayer and open sharing.

Foster pastoral relationships with province/region leaders. Mobilise others and give the work back.

Do not micromanage.

Avail of coaching. It is a definite sanctuary.

In the team, share frequently about what is essential in your charism and culture and what must be given up to survive and thrive going forward. Discipline attention to the real issues. Get on the balcony. Stay mission-focused. 

Keep a sense of perspective – make time to laugh together and relax. Build in ‘perk me up’ moments.