Leadership Strategies

Effective leadership within a psychedelic society requires a balance between passion, expertise, and ethical governance. While a non-hierarchical approach is often preferred, having a designated leader to make final decisions provides clarity and direction. Ensuring that leadership remains rooted in integrity is crucial, as many individuals may express interest in leadership roles when they are highly motivated but may not have the long-term commitment required. Additionally, an organization should have clear ethical guidelines to prevent conflicts of interest and maintain trust within the community.

Boards and advisory groups play distinct roles in governance. A board carries legal and financial responsibilities, so the term should only be used when formally incorporated. For broader expertise, an advisory group can provide guidance without decision-making power. Leadership should also establish clear procedures for external communication, including interactions with the media, and ensure that all representatives understand how to engage with the public in alignment with the organization's values.

General Tips on Leadership

When you are a leader of a psychedelic society, the buck stops with you. You will end up needing to deal with all of the most difficult problems that will be thrown at you. While this might be intimidating, it should also empower you to face challenges. Being a leader is one of the most important growth opportunities out there and so it is important to understand from the start that creating a psychedelic society will come with it’s fair share of challenges. It will force you to grow in your own leadership capacity.
The growth of your society will be dependent on your capacity to grow as a leader
Being a leader is a lonely journey. Do not step into the role of a leader expecting it to be glamorous. It will require you to sacrifice.
A board of passionate individuals is valuable, but they are not necessarily experts.
It is beneficial to have organization-approved external experts to direct your community to when needed.
Many first-timers will seek services; ensure they are met with experts the organization trusts.
Establish clear ethical guidelines to manage conflicts of interest, such as a board member also acting as a facilitator and prospecting clients from integration circles.
The programming and essence of the society often reflect the Executive Director (ED) or CEO, which can be both positive and negative.
Leadership should be deeply rooted in integrity.
Many people express interest in leadership roles when they are excited post-trip.
Only delegate leadership in your society once a clear set of guidelines has been created and more importantly, once a degree of integrity has been embodied in your community. When delegating, consider focussing on empowering “super-users” in your community to leadership positions of their own. These are people that have already demonstrated a keen appetite for growth and have contributed to the community significantly already.

Board Considerations

A board carries significant expectations; avoid using the term unless officially incorporated as a 501(c)(3). A board is not just a group of people—it holds power and responsibility.
People may have unconscious perceptions of their role; use specific terminology to ensure clarity, such as "steering committee."
Some boards hold financial liability for the organization.
Example: Peter is an advisory board member specifically for finances—he does not make decisions but provides expertise.
Maintain a clear distinction between advisory groups and governing boards.
- Example: An advisory group may develop a fundraising plan but not be responsible for fundraising itself.
Ensure board members are actively involved in decision-making rather than just being a name on the website.

Executive Director (ED) Responsibilities

Clearly define and designate an ED.
Establish an agreed-upon understanding of how the ED is referenced publicly.
Create organizational standards, procedures, and leadership-approved responses to common inquiries.
Assign individuals comfortable handling specific questions.
Develop bylaws and leadership-approved public engagement guidelines.
Always request a quote check when speaking with the press to ensure accurate representation.
Do not hesitate to involve non-psychedelic individuals in leadership, as long as they align with the organization's mission. Psychedelic experience should not be a prerequisite for involvement.

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Last updated 4 days ago

General Tips on Leadership

When you are a leader of a psychedelic society, the buck stops with you. You will end up needing to deal with all of the most difficult problems that will be thrown at you. While this might be intimidating, it should also empower you to face challenges. Being a leader is one of the most important growth opportunities out there and so it is important to understand from the start that creating a psychedelic society will come with it’s fair share of challenges. It will force you to grow in your own leadership capacity.

The growth of your society will be dependent on your capacity to grow as a leader

Being a leader is a lonely journey. Do not step into the role of a leader expecting it to be glamorous. It will require you to sacrifice.

A board of passionate individuals is valuable, but they are not necessarily experts.

It is beneficial to have organization-approved external experts to direct your community to when needed.

Many first-timers will seek services; ensure they are met with experts the organization trusts.

Establish clear ethical guidelines to manage conflicts of interest, such as a board member also acting as a facilitator and prospecting clients from integration circles.

The programming and essence of the society often reflect the Executive Director (ED) or CEO, which can be both positive and negative.

Leadership should be deeply rooted in integrity.

Many people express interest in leadership roles when they are excited post-trip.

Only delegate leadership in your society once a clear set of guidelines has been created and more importantly, once a degree of integrity has been embodied in your community. When delegating, consider focussing on empowering “super-users” in your community to leadership positions of their own. These are people that have already demonstrated a keen appetite for growth and have contributed to the community significantly already.

Board Considerations

A board carries significant expectations; avoid using the term unless officially incorporated as a 501(c)(3). A board is not just a group of people—it holds power and responsibility.

People may have unconscious perceptions of their role; use specific terminology to ensure clarity, such as "steering committee."

Some boards hold financial liability for the organization.

Example: Peter is an advisory board member specifically for finances—he does not make decisions but provides expertise.

Maintain a clear distinction between advisory groups and governing boards.

Example: An advisory group may develop a fundraising plan but not be responsible for fundraising itself.

Ensure board members are actively involved in decision-making rather than just being a name on the website.

Executive Director (ED) Responsibilities

Clearly define and designate an ED.

Establish an agreed-upon understanding of how the ED is referenced publicly.

Create organizational standards, procedures, and leadership-approved responses to common inquiries.

Assign individuals comfortable handling specific questions.

Develop bylaws and leadership-approved public engagement guidelines.

Always request a quote check when speaking with the press to ensure accurate representation.

Do not hesitate to involve non-psychedelic individuals in leadership, as long as they align with the organization's mission. Psychedelic experience should not be a prerequisite for involvement.