Creating a Movement

My friend Wayne Stewart wrote these thoughts in 2009. I think they have a lot of relevance in the work we are doing today.

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)
• Opportunity to bring everyone into the circle

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