As I have posted before, the definition of advocacy that I use when talking with direct service organizations about how they can ease into it comes from the Latin root word, advocare, which means “to call to aid”.
It’s about how you build a constituency around your cause, even more broadly than around your organization.
It’s how we make our issue really our issue, so that others feel that they own the concerns that motivate our work, too.
It’s how we build a movement.
In Creating Room to Read, the founder’s way of talking about their work resonates with this inclusive definition of advocacy.
He says that he doesn’t want to be the one leader of an organization but, instead, one of many leaders of a global movement (p. 269).
Because it’s going to take movements to end the social problems that plague us.
But what does this mean, in terms of how we have to change what we do, in order to build this kind of cause identification and mobilize the latent constituencies around our issues so that they coalesce into a movement?
I certainly don’t have all of the answers to that question, but I spend quite a bit of time talking about this with nonprofits, and thinking about it besides, and I do have some ideas.
- Movement building has to be our goal: We too seldom set our sights on this kind of deep engagement around a cause; sometimes we can’t really even articulate the root causes that motivate our work. Of course, we won’t get there if we don’t set out in that direction.
- Similarly, we need visions, not just missions: The other day, I asked a group of hard-working nonprofit staff what change they would make if they had a magic wand to make one thing different in the lives of the families they serve. I got mostly blank looks, with some very concrete suggestions about how their organization needs to improve its communication channels. I find that stunning. If someone is giving me a magic wand, things are going to change. We need to know what we want the world to look like, because that’s a vision compelling enough to convince people to come along with us.
- We have to share the credit: Movements are never animated by one person, even the ones you are picturing in your head that you think were driven by one person. Really, they aren’t. An organization can be run unilaterally by one strong person (although, honestly, probably not very well), but a movement? That will take a crowd.
- We will have to risk to build: Organizations can plod. Movements have to be nimble and adaptive and daring. Movements have major setbacks. They wander in the wilderness for decades before reaching the promised land. They have to find ways to sustain themselves through periods of great darkness, and they have to fail. A lot.
Where and when are you movement-building? What does it look like? And where does our organization fit in?