The Nexus Between Civic Leadership and Protection of Civic Space

1.0 Introduction

On 27 February, I had the opportunity to facilitate a Civic Leadership Masterclass (CLM) under the theme, ‘What Leadership Got to Do With It: The Nexus Between Civic Leadership and Protection of Civic Space.’  The Masterclass was part of a dialogue session with civic leaders from all over the world. Our small group represented a diverse group of civic leaders from Cambodia, Palestine, Jordan, Zimbabwe, and the United Kingdom. I am not at liberty to share their identities due to the sensitivities of their work but I salute them and thank them for sharing their experiences generously during our brief encounter.  In this report, I reflect on the leadership principles that emerged from this conversation.

 

2.0 Understanding civic space

Before delving into the content of the discussion, it is important to first establish a shared understanding of what is civic space. The definition of civic space takes the complexion of each context. However, the UN definition makes it easy for us to set a standard for a common framing of issues.

The United Nations Guidance Note on Protection and Promotion of Civic Space defines civic space as the environment that enables people and groups to participate meaningfully, online and offline, in the political, economic, social and cultural life of their societies, within which people express their views freely and without fear, assemble peacefully, associate and engage in decision-making processes in relation to issues that affect their lives. If you read this carefully, this is not about civil society work, but everyone of us in pursuit of life in this fullness – abundant life.

According to the ZimRights 2024 State of Civic Space in Zimbabwe Report, civic space is that space where ordinary citizens come together to defend the values they care about. It is the space that citizens have, to organise, outside the spaces controlled by the State. This is where accountability is exacted, and where social movements emerge. These definitions must be understood in a broad inclusive way to avoid understanding civic space as the space for NGOs or civil society organisations. It is the public square, the space shared by all of us, that which enables us to thrive and fulfil our duties and responsibilities as human beings. Defending civic space must, therefore, be understood as defence of a public good that is in the interest of everyone.

 

2.1 Looking at Civic Space from a Civic Leadership Lens

John C. Maxwell teaches us, everything rises and falls on leadership. This is the law of the lead as articulated in his 21 Irrefutable Laws of Leadership. An organisation can never rise above the level of its leadership. We have established that civic space is not all about NGOs. It is about citizenship, the human story of pursuit for happiness, success, and prosperity. However, history has shown that time and again, there is always a rise of authoritarian individuals or regimes who do not believe in this common good, and they seek to take over the space and disenfranchise everyone. To push back, or prevent this from happening, it requires leaders to emerge from the society to lead that agenda in each successive generation. Without this leadership, the social pillars remain too weak to fight back against authoritarianism. Take note that what we seek is not merely protection of civic space, but promotion and expansion. This requires leadership for the common good, people who believe in this cause. Civic space does not merely continue to exist without champions. Freedom is always a struggle.

This is why Bishop Fulton Sheen said,

“Freedom is not an heirloom, but a life. Once received, it does not continue to exist without effort, like an old painting. As life must be nourished, defended, and preserved; so freedom must be repurchased in each generation.”

 

3.0 What do leaders bring on the civic space table?

Now that we have a shared understanding of civic space, we move to the leadership table.

In the Shona culture, we have a saying, “Ko, ini ndiri chii panyama yehuku?”

The literal translation is, ‘Who am I on a full chicken?’ Take note that this is not a chicken in a chicken run but a chicken in a plate. In the Shona culture (in the ancient days), chicken is such special delicacy which used to be available on the menu only twice a year – on Christmas or on your birthday. On that delicacy, everyone has their favourite part. I love wings. So, when someone asks, “Which part are you, on a chicken?” what you are being asked is simply, “What role do you play best on the table (not on the menu)?”

With deep apologies to my colleagues who are vegetarians, the question that confronts us as civic leaders on the civic space table is this: What do we bring to this table? What are our best leadership tools that we deploy. In the Kuala Lumpur Masterclass (KLM), we put this question to each other through a storytelling session in which each member of the group reflected on the work they are doing in the civic space. With the help of feedback from other members, we mapped out the key leadership roles in that small sample. We saw activists, process facilitators, coalition and movement builders, mobilisers, catalysts, strategists, vision setters, caregivers, trauma healers, courage and resilience builders. It was a full house.

We reflected on what this means for the struggle for the protection and promotion of civic space.

In synchronisation of these leadership roles using the Strength-Based Leadership Resource Guide*, I reduced this conversation to six key leadership principles necessary for civic leaders to effectively move the agenda forward. I summarise these six here. This list is not exhaustive but was very present in the context where this conversation happened. My hope is that it can help movement builders and civic leaders become more conscious of how they can use their leadership talents to tip the scales in favour of civic space protection.

 

4.0 The Six Leadership Principles and Tools for Protection of Civic Space

I believe these six points show the clear link between effective civic leadership and the protection and promotion of the civic space. This is my invitation to civic leaders to become conscious of their role, not just as activists, but as leaders to lead the charge of defending the civic space. In leading this charge, there are tools they must deploy. But most importantly, they have an obligation to raise the next generation of leaders to continue the struggle because this struggle never ends. As Fulton Sheen mentions, each generation has the obligation to repurchase its freedoms, or risk living in bondage.

4.1 Awareness: Civic Leaders Must Understand their Leadership DNA to Make the Greatest Impact

Perhaps the most important thing about the nexus between civic leadership and the protection of civic space is that civic leaders in the space must develop awareness of not only their leadership role in the struggle, but also develop a deep knowledge of what specific tools they are best positioned to deploy effectively. It is amazing how rich a space with just a few leaders can be, and the richness of ideas and tools that can drive a movement. If only they are aware of it and the specific resources they hold in their leadership DNA. The Clifton Strength Finder tool maps up to 34 possible leadership strengths in each individual. The tool allows leaders to map their leadership DNA, and provides resources on how to deploy them, and to understand their power. The Kuala Lumpur Masterclass (KLM) reflected on this tool and it was amazing how rich a space of only six civic leaders can be, if only they are aware of this. There are many resources that can help leaders develop this awareness and find ways of refining their strengths for each context and situation.

In his book, the Self Aware Leader, John C. Maxwell writes, “You can’t improve what you don’t understand. Self-awareness is the first step to self-improvement.”

“What great leaders have in common is that each truly knows his or her strengths — and can call on the right strength at the right time.” Don Clifton**

What you can do

  1. Generate awareness of your leadership role in any space.
  2. Become aware of the specific strengths that you bring on the table.
  3. Seek to understand the strengths of your team and how these complement each other.
  4. Deploy these strengths generously with no apologies.
  5. Help others do the same. 

 

4.2 Courage: Lead with indomitable courage

In general, all the work done by members of KLM, like many other civic leaders, requires courage. It is the kind of work that Brené Brown calls ‘brave work’.*** In the words of the late Dr. Alex Magaisa, human rights defenders learn to swim with crocodiles. At the 2024 Africa Philanthropy Network’s AnnualAssembly in Victoria Falls, I described civic leadership as playing tango with a Black Mamba, a walk with the lions. We do this while we are aware of the dangers. Continuing to do so every day is an act of courage beyond comprehension. I know marriages that have broken down, family relationships that have fallen apart. Because sometimes nobody will understand why you make the decisions you make.

In his Long Walk to Freedom to Freedom, Nelson Mandela writes of the important lesson,

“I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.”

According to Brené Brown, courage is a vital component of leadership. Civic leaders must demonstrate courage to protect civic space from encroachment by special interests, corruption, or authoritarianism. This courage enables leaders to challenge unjust systems, amplify marginalized voices, and create an environment where citizens can engage in democratic participation.

The danger we make, most of us who come from authoritarian regimes, is to limit threats to civic space to those that come from governments. Over 15 years in my work with different movements, I have come to realise that there are many threats to civic space from many sources, some of them from the most unlikely sources.

In my In Conversation with Trevor Conversation****, I spoke about elite capture of civil society, including capture from professionals, secretariats, intellectuals, donors and other groups. Confronting these and challenging them requires a different form of courage, including the courage to defy one’s own appetites and preferences when they threaten the movements they are called to serve. Sometimes it is the courage to turn down a big grant because it threatens the sustainability of a movement if it asks us to dump our priorities. We do this, even while we are afraid and the future is uncertain.

“Courage is not the absence of fear, but rather the judgment that something else is more important than fear.” – Ambrose Redmoon as quoted by Brené Brown (from “Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead”)

What you can do

  1. Build a strong inner circle as an accompaniment community.
  2. Summon your courage when confronted with a difficult situation.
  3. Become aware of your own vulnerabilities and find the safeguards that help you stand.
  4. Test your decisions against your values.
  5. When in doubt, get a second opinion from your value-mates or mentors who align with your values.
  6. Help others do the same.

 

4.3 Participation: Effective Civic Leadership Cannot Protect Civic Space Without Participation of Communities

Ahead of his election at the President of the United States, Donald Trump shocked the nation when he said at a rally that he would like to protect women whether they like it or not. I don’t know if that is possible. What I know, however, is that you cannot protect civic space without the participation of the people, otherwise the cause, though noble, loses legitimacy. Even Jesus himself would not dare save anyone without their participation. That’s why St Augustine said ‘God who created us without us cannot save us without us’. Any legitimate struggle for the people must be fronted by the people. That is the wisdom of the incarnation. That is the story of salvation. It is the story of us, ‘We the People.’ Civic leaders cannot ignore this rule and hope to be effective in protecting civic space.

John C. Maxwell emphasizes the importance of creating a culture that values and empowers people. Civic leaders should strive to build inclusive and participatory civic spaces where citizens feel valued, heard, and empowered to contribute. This involves fostering a sense of community, promoting diversity, equity, and inclusion, and providing opportunities for citizens to engage in decision-making processes about how the struggle must be waged.

“Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.” – John C. Maxwell (from “The 21 Irrefutable Laws of Leadership”)

What you can do

  1. Generate awareness of your role as a catalyst in the struggle.
  2. Use your power consciously and sparingly, stepping back where you must.
  3. Where possible, lead from the back, like a good shepherd and enjoy the benefits of servant leadership.
  4. Help others do the same.

 

4.4 Integrity: Civic Leaders Must Embody Integrity and Accountability

We live in a world where leadership has gone crazy in many places. The end justifies the means. In civic leadership, we cannot afford this. We must model ethical and accountable leadership. This is what John C. Maxwell calls, ‘The Law of the Picture: People do what people see.’

It was V. J. Featherstone who said, “Leaders tell but never teach until they practice what they preach.”

I say simply, as a civic leader, you cannot demand what you cannot give.

Robin Sharma stresses the importance of leadership integrity and accountability. Civic leaders must demonstrate unwavering commitment to ethical principles, transparency, and accountability. This involves being responsive to citizens’ concerns, admitting mistakes, and taking corrective action when necessary.

I remember one day, in my leadership journey, when I was shaking in my boots because I was supposed to confront an ethical leadership issue with a leader that I respected so much, to bring to their attention an important ethical issue. I did not know how it would turn out. I could not sleep that day and wished I was never put into that position. They surprised me by coming to me first and saying it first in my face with absolute humility, “I am aware of the matter. I made a mistake and I am sorry. How can I make it right?” For that simple statement, they won my admiration up to this day.

No one is perfect, but when we realise that we have missed it, we must be humble and courageous enough to admit it and take corrective action. That is what John C. Maxwell calls in ‘High Road Leadership’, authenticity. Brené Brown calls it, ‘rumbling with vulnerability’. It is a great act of courage.

When we embody integrity and accountability as civic leaders, we build trust, credibility, and a strong foundation for protecting civic space.

“Integrity is choosing courage over comfort; it’s choosing  what is right over what is fun, fast or easy; and choosing to practice our values rather than simply professing them.”  Brené Brown

What you can do

  1. Be bold always about your commitment to lead with integrity.
  2. Become aware of your personal struggles, admit them and work on them.
  3. Your weaknesses must not discourage you from speaking up on matters of integrity. We are all in a collective struggle to lead better and grow in the areas of our weakness.
  4. When you fail, be the first to admit, apologise, take corrective action, and make a genuine commitment to ‘never again’.
  5. Don’t judge others. Help them rise greatly.

 

4.5 Empowerment: Civic Leaders Must Empower Others to Accelerate Progress in the Struggle

When I was appointed National Director at ZimRights in 2019, one of my mentors, Otto Saki, met me in Johannesburg on the side-lines of the Southern Africa Human Rights Defenders Network Annual Summit. During a breakfast meeting, he surprised with a book that was to become my manual for movement building. The book is titled, New Power: How Power Works in Our Hyperconnected World–and How to Make It Work for You, by Jeremy Heimans and  Henry Timms. This book is special because it teaches empowerment in movement building.

The concept of “new power” emphasizes the importance of empowering people to drive change. Civic leaders should focus on empowering citizens to take ownership of civic space, rather than having them rely solely on top-down approaches. This involves providing resources, training, and support to enable citizens to organize, mobilize, and advocate for their rights and interests. In my work, I have further learnt that we must go beyond the traditional territories of civic organising and open new frontiers of power especially with the unlikely allies in other usually silent sectors like business. We do this without losing sight of our own backyard where we must build the next generation of leaders, ready to kick us out of our jobs and invade the space with new energy.

“The best leaders are those who understand that their role is not to provide the answers, but to create a context in which others can find the answers for themselves.” – Jeremy Heimans (from “New Power: How Power Works in Our Hyperconnected World—and How to Make It Work for You”)

What you can do

  1. Generate awareness of your own power.
  2. Become aware of how that power works for and against you.
  3. Map out the power dynamics in your space.
  4. Do not hoard it like currency, but channel it for good like a current.
  5. Be a river, and not a reservoir.
  6. Help others do the same.

 

4.6 Resilience: We are in it for Life

When we fight for human rights, we must know that we are leading a lifetime struggle. There may be wins here and there, but the actual struggle goes on and on.

Civic leaders who lead this struggle must have the stomach for a long bitter fight that is thankless and unrewarding in the material sense. The earlier we realise this, and train ourselves to gear up, the better. There is no better story that illustrates this than the story of Nelson Mandela and Chief Lithuli, both leaders of the African National Congress (ANC) in South Africa at different times, and both Nobel Peace Prize laureates. The leadership philosophy of Chief Lithuli, has over the years through the length of the struggle been delivered to the world through the charming leadership Nelson Mandela. As he started his journey, Madiba did not see the depth of what he was facing. In University, he was not on the frontline at the beginning. He did not see himself at a world stage. And he tells it clearly, in Long Walk to Freedom, the story of indeed a long journey. His long days of incarceration at the Robben Island has inspired generations. When you read the first Chapter of Long Walk to Freedom, and then the last, it feels like different people: Nelson and Rolihlahla. The journey in between is a true story of resilience.

In the closing lines of the Long Walk to Freedom, Mandela teaches us something fundamental about the struggle. He writes, “I have walked that long road to freedom. I have tried not to falter; I have made missteps along the way. But I have discovered the secret that after climbing a great hill, one only finds that there are many more hills to climb.”

The struggle goes on and on and on…

As an activist, I love learning from the stories of liberation war heroes. And I have said this. The struggle for human rights is a liberation struggle. Simply because we choose to wage it without violence does not make it less important. This struggle is a lifetime struggle. Those who lead it must be masters of resilience, like Mandela. Almost three decades behind bars, but staying the course, inspiring thousands on the frontlines.

John C. Maxwell notes that leadership is not about being perfect, but about being persistent. Civic leaders must be resilient and adaptable in the face of challenges, setbacks, and uncertainties. This involves being able to navigate complex systems, build coalitions, and pivot strategies when necessary. Through resilience and adaptability, we can protect civic space. We can inspire and empower others to do the same. Authoritarian regimes hope to wear us out and bankrupt us of the energy and the support. We must fight the struggle, no matter how long the dark night. We are in it for life. And we know, this is a labour of love.

“Where there is no love, put love – and you will find love.” – Saint John of the Cross, in ‘Dark night of the soul.’

 

What you can do

  1. Generate awareness that your journey will be a long one.
  2. Become aware of your own care needs for the long walk.
  3. Build around you a community of people who believe in you and help you navigate.
  4. Be the same to others.

 

5.0 Conclusion

It was a joy and a pleasure to facilitate this Masterclass with civic leaders from all over the world, with different stories of courage, resilience, tenacity and sacrifice. As we closed our conversation, I asked everyone to write down in a secret ballot, one thing they believe will define the future of the struggle for civic space, and what leaders must bring. They gave me six things, that I carefully placed in a tool box for future reflection.

  • Strategy
  • Care
  • Thought leadership
  • Effective communication,
  • Mobilising power
  • Stories of change and success

These six will be the subject of our next masterclass. The tool box keeps getting bigger as the struggle for the protection of civic space moves on all over the world.

  • END –

 

 Notes

* The Strengths-Based Leadership Resource Guide is a companion resource to Tom Rath and Barry Conchie’s book “Strengths-Based Leadership: Great Leaders, Teams, and Why People Follow Them”. This guide provides practical tools and resources for leaders, managers, and organizations to apply the principles of strengths-based leadership. The Guide is available here https://mycontent.gallup.com/public/cliftonstrengths/pdfs/resources/sbl_pdf_for_legacy_privilege_en-us.pdf

** Take the Clifton Strength Finder Survey here https://www.gallup.com/cliftonstrengths/en/252137/home.aspx

*** This concept is developed in the book, “Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.” by Brené Brown.

**** You can watch this conversation here https://www.youtube.com/watch?v=qwOEu0ia0QI