Movement
Making #1 (page references to “Getting to Maybe”)
Why
make a movement (advantages)
- Increase impact exponentially
- Bring disparate groups working on the issue together
- Impact the ‘system’
- Work on underlying causes and prevent reoccurrence
- Deal with the issue in all of its complexity (beyond the simple
and complicated)
Characteristics
of a ‘movement’
- Complex, well beyond simple and complicated
- Full of ambiguity and paradox
- Seemingly lacking control
- In a constant state of change, incapable of being controlled
- Not capable of measurement by traditional measures
- Characterized by systems thinking, only understood as a ‘whole’
- Questions abound, very few answers
- Intentionality and complexity in tension (21)
- Relationships are key
Characteristics
of a ‘movement maker’ (leader)
- Has all the skills of the ‘essential modern competency’ (ix)
- Passionate about the issue, unwilling to accept ‘second best’
- Driven by a sense of shame (35) and by a ‘call’ (36)
- Understands the issue fully, in all of its complexity (25)
- The characteristics of a servant leader, particularly:
- Listening
- Conceptualization
- Awareness, of self first and others
- Humility
- Persuasion, political skills
- Foresight
- Deep understanding of self
- Considerable dose of self-esteem
- Humility, absence of arrogance, willing to let others take
credit (Collins’ mirror)
- Loads of courage (to act in the face of uncertainty and lack of
clarity)
- Perseverance and patience (while impatient at lack of movement-
paradox)
- At the same time, strong on implementation
- Can-do mentality modified by reflection, visionary (20)
- Able to think and do simultaneously (thoughtful actors and
restless thinkers- 61)
- Resilient (65)
- Secure, willing to be
fired, able to exist without the security of regular salary
- Able to deal and comfortable with paradox and ambiguity
- Comfortable with lack of measurable targets (‘maybe’ rather
than ‘yes’)
- Comfortable with generative work, able to lead others into and
through this
- Comfortable with a sense of serendipity, conviction, risk
taking, faith (46)
- Dreams big, acts bold
- Must be free of
‘normal requirements’ of a NP leader- funding, operations, regular
reporting, performance targets, etc
- Extremely effective communicator to all audiences
- Able to vary presentation to meet specific needs of audience
- Strong advocate
Risks
for the movement
- Our habit of keeping arenas of action separate (85)
- Our need for answers, lack of comfort with questions
- Devotion to act without thinking
- Impatience with measures that don’t fit
- Issues with leader- lacks competence, loses passion, loses
credibility
Risks
for the leader
- No place for ‘control freaks’
- Can get fired as supporters lose patience with lack of results
- Active resistance from those outside circle
- Self esteem and confidence can be destroyed
- Salary lost
- Can become a pariah to those whose
On
the other hand
- The joy of making a huge difference
- A legacy that will be remembered
- Impact on lives
- Changed systems that change lives (52)
How
to ‘Get To Maybe’ (46 ff)
- Stable source of long term funding
- Removal of other, ancillary objectives
- Cooperation within the sector, broad support
- Detailed review of current approach and willingness to ‘kill’
irrelevance
- New performance measures (51 and 83)
- Advisors who understand, are comfortable with movement
characteristics
Critical
Elements
·
The right leader
·
Strong, stable support
Wayne Stewart
June 5, 2009
