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Personal Characteristics of Social Mobilisers
Graham Boyd, October 2004
Caledonia Centre for Social Development
In this short note the personal characteristics, leadership qualities and
critical variables of success for social mobilisers are presented. The term
social mobiliser is used in this note however in the development literature they
are sometimes referred to as: community agents, community assistants,
community workers, local catalysts, change agents, social workers, animators or
facilitators.
![](_themes/nature/narule.gif)
They must have integrity, passion, and commitment to people.
In addition to these qualities they also must have the ability to:
![bullet](_themes/nature/nabull1.gif) | Recognise that everyone has a role to play and to create the space for
people to fulfil that role |
![bullet](_themes/nature/nabull1.gif) | Accept that contradictions are part of leadership |
![bullet](_themes/nature/nabull1.gif) | Work skilfully and with modesty |
![bullet](_themes/nature/nabull1.gif) | Know where to get the facts |
![bullet](_themes/nature/nabull1.gif) | Match theory with practice |
![bullet](_themes/nature/nabull1.gif) | Be accountable and work in a transparent way |
![bullet](_themes/nature/nabull1.gif) | Be clear about ones strengths and weaknesses |
![bullet](_themes/nature/nabull1.gif) | Keep learning |
![bullet](_themes/nature/nabull1.gif) | Know when to follow |
![bullet](_themes/nature/nabull1.gif) | Listen deeply |
![bullet](_themes/nature/nabull1.gif) | Have a sense of humour |
Strategies for Building the skills and knowledge of Social Mobilisers
A three-pronged approach called the POT leadership development framework is
vital:
P personal empowerment;
O organisational development;
T transparency and knowledge.
This is a social change analysis and holistic approach to
leadership issues through addressing the personal, political and contextual
basis that individual activists face within their communities.
![bullet](_themes/nature/nabull1.gif) |
Needs assessments: to understand what social mobilisers
require out of leadership training
![bullet](_themes/nature/nabull1.gif) |
Cascade training: training of trainers and using peer
groups to train participants
![bullet](_themes/nature/nabull1.gif) |
Linking theory to practice: to challenge existing
leadership paradigms and popularise, analyse, and synthesise social and
cooperative concepts.
![bullet](_themes/nature/nabull1.gif) |
Promoting: intergenerational dialogue and organising
![bullet](_themes/nature/nabull1.gif) |
Linking: local, regional and global issues and
initiatives
![bullet](_themes/nature/nabull1.gif) |
Follow-up programmes: with social mobilisers and their
organisations
![bullet](_themes/nature/nabull1.gif) |
Strengthening: networks and partnerships of social mobilisers and others working in the social and cooperative economy
![bullet](_themes/nature/nabull1.gif) |
Residential training methodology: having social mobilisers periodically spend some of their training period together in one
location, away from their day-to-day responsibilities, is very important for
building their confidence, self-esteem, solidarity and lasting friendships.
![bullet](_themes/nature/nabull1.gif) |
Using information and communication technology
strategically.
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Five Critical variables for success
These are:
![bullet](_themes/nature/anabull1.gif) |
Awareness - how we see ourselves |
![bullet](_themes/nature/anabull1.gif) |
Visibility how others see us |
![bullet](_themes/nature/anabull1.gif) |
Professionalism
working effectively as individuals |
![bullet](_themes/nature/anabull1.gif) |
Organisational quality working effectively as an organisation |
![bullet](_themes/nature/anabull1.gif) |
Networking working effectively to build partnerships between
organisations |
![](_themes/nature/narule.gif)
Endnote:
The 5 critical variables for success were drawn from Critical variables
for success, Stuart Field, New Sector Magazine, Issue No 61,
April/May 2004, p16.
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