The following suggestions from Wellstone Action relay the fundamentals of building coalitions in your community:
Build Relationships on Common Ground
Too often organizing is viewed as simply a way to get people to do something we want. It should not be surprising why some communities and organizers resist this disrespectful method. To lead, we must first build relationships of trust — and the ability to find common ground is the core of such relationships.
Common ground may be found in a number of ways - shared issues, interests, or values — but discovering that which is shared is essential. Let’s tease out the difference between issues, interests, values and vision to know how they contribute to building common ground.
- Issues are the concerns that are important to us. There are many issues that motivate us — good jobs, internet for all, fair voting processes, safe communities, and more. Often when we think of building a coalition and waging a campaign, they are centered on a specific issue.
- Interests speak to our stake in a particular outcome. Our interests are what we get out of the issue and what our personal connection to it is. For example, my issue may be increasing voter turnout in a given community, but my interest is different if I am a low-income resident of the area or a nonprofit advocate that works in the area. Coalitions are built among people who share a common issue, but who have different interests in that issue.
- Values are the core principles that motivate us to act. They often provide the deep motivation to act upon an issue. Values are many and varied, and might include a commitment to racial or economic justice. Organizing around core values is different than organizing around shared issues or interests. One’s issues and interests may shift and change over time, but values tend to be more unchanging.
As leaders, we must assess the issues, interests, and values of others to find a shared experience or goal. We are better agents of change if we understand what issues people care about, what their stake is in those issues, and what values motivate them to care.
Listen
While this may seem obvious, taking the time and consideration to listen to other folks is a quality of leadership that is often forgotten. Good listening is more than just waiting for your turn to talk; it means that as a leader, you take the time to ask what others think and respond to their answers.
While you might be the person in a position to lead, others may have much to contribute. By genuinely listening to the thoughts and concerns of others, those folks will be more likely to respond to you in the future. But more importantly, they will have a chance to see their ideas in action and develop their own leadership potential.
Share Information
In many progressive campaigns, whether they are issue or electoral based, there is a fear of losing control. As a leader, it is tempting to keep information about the campaign close to the vest, so that you can maintain your power. However, empowering leadership means intentionally building the power of others.
As a leader, it is important that you share information for a number of reasons — to make volunteers and staff feel like they can see the big picture and understand what they are a part of, to demonstrate trust and accountability, and, practically, to ensure that what you are working to achieve can continue in your absence or after your tenure. The more that volunteers and other folks can see the “big picture” and understand why they are doing what they’re doing, the more they will respect your leadership and the cause they are working to achieve.
Communicate Authenticity
When thinking about how you communicate with others as a leader, think about what defines true authority. Is it a title or position, or credibility within the community?
An empowering leader derives credibility not from merely achieving a position of power but by working in that position to gain the trust and credibility to lead from members of the community.
This is what real authenticity is about. It means that you can deliver a message with authority because you have been given that authority by a broad and deep group of people from the bottom up, not from the top down.