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A Conversation with the Founders
Alice Edwards
Education Campaign Coordinator
From: LEAVEN, Vol. 35, No. 4, August September 1999 p.81
A Leader's close contact
with mothers and potential Applicants, along with her knowledge, observations
and use of LLL resources, place her in a unique position to help a mother
decide whether or not to apply.
1998 Prerequisite Guidelines
In LLL we are proud that
each interested mother is considered on an individual basis for LLL
leadership. How is this possible in a large international organization?
Because of Leaders like you who take the time to get to know each woman
who approaches you about leadership. Because you talk with her, sharing
what you know about what we value in LLL and explain what's involved
in being an LLL Leader. Because you listen to her attentively as she
shares her mothering experience and observe how she interacts with other
mothers. Because you carefully consider what you know about LLL and
what you know about this mother as you decide whether or not you can
recommend her for leadership. In the end, it's a decision of the heart
and an act of faith.
In April Paulina Smith and
I met with all seven Founders. We discussed reactions to the 1998 Leader
accreditation policies during the early months of their implementation.
At the meeting, the Founders brought up their concerns and questions,
talked about the never-ending search for the perfect set of criteria.
They were reassured that LLLI philosophy and the importance of the mother/baby
relationship would not be changed. They expressed their comfort with
the growth and change in the accreditation approaches, knowing that
LLL is, and needs to always be, a dynamic organization. They reasserted
their trust in the ability of Leaders to identify future Leaders who
can authentically represent LLL. Four of the Founders found time to
put their thoughts in writing.
Edwina Froehlich
What motivated the seven
of us back in 1956 was our sincere desire to help another mother who
wanted to breastfeed her infant. We understood that need; we shared
it with her. We knew there was no material reward in it for us. We didn't
care. Our desire to help came from the heart. The mothers who have been
helped by La Leche League since then often feel that same urge to help
another mother who might have that same need.
Despite the fact that being
a Leader demands long hours and hard work, it is the desire to help
that springs from the heart that enables her to continue to serve even
under the usual pressures of everyday mothering. Her reward? It's knowing
she has helped at least one more mother to achieve her heart's
desire to breastfeed her infant. She has one more time helped get a
new family off to a good start in life. A noble effort! And its effects
last a lifetime! No question but that a Leader is truly "the heart
of LLL."
Mary Ann Kerwin
All through the years, the
transmission of LLLI philosophy has been a challenge. With the growth
and worldwide expansion of LLL, the challenge has increased. LLLI philosophy
is gradually learned and never perfectly reflected by those of us who
are proponents. During the 50s and 60s, many breastfeeding mothers were
supplementing with formula. They did not know that they did not need
supplements. We let them know their babies did not need supplemental
feedings nor did they need to start solids at one month of age as was
common at the time. We told them our medical advisors had assured us
that research strongly supported the information we offered.
Gradually more and more mothers
had the courage to overcome the cultural patterns of the 50s and 60s.
Many of these mothers wanted to become Leaders and help us. We welcomed
them. What we looked for was mothers who indicated their belief in the
LLLI concepts and a willingness to try to emulate them. None of us ever
achieved perfection as mothers. But we kept trying to do our best as
mothers, even after our last baby was weaned from the breast.
Mary Ann Cahill
Under the old policy, as
I understand it, an Applicant who didn't "fit" but held promise
was sometimes accepted as an "exception." While the outcome
could be good, the process itself led to confusion. The new guidelines
are meant to be more inclusive by allowing for these situations. This
is better policy-making in that it is more workable and less divisive.
LLL will be better for this effort in the long run.
Of course we need to consider
how to apply the new guidelines, in particular how to define the perimeters.
We set the tone for our organization by how we apply our standards.
There are important limits in our new guidelines. For example, leadership
in cases with extended separation, while not impossible, is "unlikely"-not
the usual.
Mary White
The joys and rewards of full-time
mothering through breastfeeding for the baby, the mother and the whole
family are great. The sacrifices and struggles are more than worth it.
I like the thoughts of Harold Voth, senior psychiatrist of The Menninger
Foundation.
A baby must have a mother,
a mother who is mature enough to attend to its needs and provide so-called
object constancy for a minimum of three years. The very foundation of
personality is created through this continuous process of infant-mother
interaction. Volumes exist which explain the consequences of inadequate
mothering during this period, particularly the effects of separation.
The mothering function is one of the most important of all human events
but unfortunately, one of the least appreciated or regarded by society.
Courage, trust, the capacity to experience intimacy, generosity, the
ability to stand alone later in life and much, much more are all functions
of good mothering.
Page last edited Sun Oct 14 09:31:37 UTC 2007.
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