When Appreciation Becomes Power: Jeevika’s Shift to Collective Leadership

[Dalia Roy]

I head the NGO called Jeevika Development Society in West Bengal, India, working with Global Fund for Children's Addressing Root Cause (ARC) initiative. At the organizational level, Jeevika has begun a gradual process of redistributing power and responsibility since the introduction of SALT and CLCP.

Community facilitators are now contributing to documentation along with their facilitation work. This has lessened the workload of the documentation staff and opened opportunities for them to explore new areas of responsibility. The documentation officer, Sayan, has taken on broader organizational responsibilities, such as official documentation, compliance, and representing Jeevika in important meetings—roles that were earlier handled mostly by me. This shift reflects an effort of our team to decentralize authority and create room for shared leadership.

Priyanka, Sr. Program Manager's relationship with her colleagues has become stronger, shaped by the appreciation element of SALT. Appreciation has influenced her way of working, helping her build more equal relationships with both colleagues and community members.

Through SALT conversations and the co-creation of the organization’s dream, staff members have begun to feel valued. Thus, feeling recognized has motivated them to take initiative and make decisions in their work. “I was appreciated by Dalia di during a SALT conversation, which raised my morale. I wanted to do more,” shared Momota. Feeling encouraged by the appreciation she received, she facilitated SALT and led a community-driven action in her own village. Although her village is not part of the ARC project, she chose to act for the first time. Her action shows how confidence grows when recognition and trust replace instruction and hierarchy.

I have believed in sharing power and in creating conditions where others can flourish. SALT offered me a process to turn into practice. As Sayan and Priyanka have taken on greater responsibilities, I can now focus on strengthening the board and nurturing the organization’s direction. The shift has eased my daily workload, but more importantly, it has fostered a culture where appreciation and shared responsibility are recognized as forms of power.

“These changes are creating an environment where we feel empowered, supported, and encouraged to contribute our best ideas and efforts,” Sayan notes in his blog (https://aidscompetence.ning.com/profiles/blogs/transforming-jeevika...)

[Brinty Saha]

Congratulations to Jeevika team! It’s great to see how people are transferring strengths with each other by taking ownership!