1.0 Introduction
“Teamwork makes the dream work.” John C. Maxwell
Many years ago, when I was still on the periphery of leadership, each time I heard the term ‘teambuilding’, what came into my mind was that annual trip that you take as a team to some place where you will play games, have fun and laugh. I imagined this was something that happened once in a while, most likely off-site, facilitated by an expert guest.
Fast forward, I have gained a few more years in the heart of civic leadership, and I now have a different perspective.
Here is the thing. The work that we do as non-profits, is activism. But when we develop our activism into organized communities and entities, it goes beyond mere activism. It is civic leadership. It is movement building – bringing more people together who care about their community and are willing to take strategic action to advance the causes they care about. It is community building. Now you listen to this language and some words stand out, and they are essentially about bringing people together.
The logic was perfectly described by Mother Teresa: “I can do things you cannot, you can do things I cannot; together we can do great things.”
The magic is perfectly captured by John C. Maxwell. “Teamwork makes the dream work.”
This is the logic that is at the foundation of building great effective teams for strong enduring and effective movements.
But the teams that we speak of are not generic. They exist within the civic leadership space – the non-profits who exist not for dollars and cents but for the common good. And these teams, I believe must be built differently. This is because, at the heart of it all, civic leadership is a labour of love. Human rights work is a labour of love. Humanitarian work is the labour of love. We do this because we care. We cannot do this work to the very best if love is not at the centre of it all.
In this reflection, I will share a few things. Maybe tips, maybe lessons, maybe principles, maybe strategies for building effective teams to drive the dream, and make our movements or organisations strong, enduring and more effective.
2.0 Key Strategies and Principles
2.1 Who do people say that I am – The language that defines a winning team
A few days ago, I welcomed a colleague Bhekinkosi CAPSI who was recording a podcast on our work at ZimRights as part of the Zim-Alliance. Before we started, Bheki had gone through our website and had noted the different titles that refer to my position. One is National Director but when he opened the website page on the Secretariat, it was written ‘Team leader.’ So, he asked me what this was about. Different titles, one person. Well, we live in a country where our President is the Commander in Chief of the armed forces, the first Secretary of the ruling party, the Chancellor of all State Universities, the Chairperson of SADC, and the first farmer of all farmers, a Constitutional Lawyer and Constitutionalist, a Death Penalty Abolitionist, and the President of the Republic of Zimbabwe. Bheki should not have been surprised by this phenomenon. Of course, we laugh about this. We are told (I am not so sure how true this story is) that during the time previous dispensation a journalist lost his job after missing one of the titles during NewsHour. Well, I digress. I explained to Bheki that ZimRights has many faces. It may be true in some of your organisations. ZimRights has a public face which is a social movement, the membership movement that is governed by a constitution. That Constitution gives me a title and that title is National Director – it is statutory and I do not have power there. All I do is take instructions and give advice. That same Constitution which creates this social movement called ZimRights, establishes a small professional secretariat that supports the movement in technical matters like strategy, programming, and financial management. This is the Secretariat that I lead. Here, I have some bit of power and according to the leadership culture that I wanted to introduce in this space, I chose to go by Team Leader. This is because I don’t want to direct anyone. I want to lead and still remain part of the team.
I explained this to Bheki and he asked me, ‘Does it matter?’
Language matters, and Jesus agrees with me. There is an amazing civil leadership dialogue that took place many years ago in a place called Caesarea Philippi between Jesus and his disciples. We are privileged to have gotten hold of this treasure of dialogue because it is recorded in Matthew 16: 13 – 20. In this dialogue, Jesus asks, “Who do people say the Son of Man is?” There are different responses. Then he asks, “Who do you say that I am.” The acceptable answer there was, “You are the Messiah, the Son of the living God.” At this moment, if you read the story, and you are as imaginative as I am, you will see a shift in the facial expressions of Jesus as he goes into a deep statutory conversation about his identity and his authority, commissioning Peter for leadership and giving him authority. Very deep and I think it became very quiet in the space. Jesus closes this session by telling them not to tell anyone that he was the Messiah.
But now we shift the dialogue to John 15:15 where Jesus says, “I do not call you servants any longer, for the servant does not know what his master is doing; but I have called you [my] friends, because I have revealed to you everything that I have heard from My Father.”
Somewhere else, Jesus calls them ‘brothers.’
What we learn from these conversations is that language matters in team building. For me, Jesus established his title ‘Messiah’ in his full authority and yet chose not to carry it around. What he carried around was a different title, ‘friend’, ‘brother’, and ‘teacher’.
Saint Augustine, the great philosopher, when he was the Bishop of Hippo, well respected with full authority, addressed the people, and his community and said the following words.
“What I am to you, frightens me. But what I am with you, consoles me.”
To them, he was a bishop, exercising power over. And that frightened him because it elevated him above the team. But what he was with them was a member of the community, exercising power with them. And that was beautiful.
As the team leader, you are the glue that brings the team together.
The language you choose to use can bring them together and make them feel that they are an important part of the mission, or it can alienate them and make them feel they are less and that others are more important. This is why I never want to use the term ‘employee’ because it does not convey that message. I use ‘team member’. I know, with an employee mentality, you give your bare minimum, in return for a small salary. But as a team player, you want to make your best contribution. You want to lead, even if you don’t have a title.
As a collective, again there is a language that you must choose and be deliberate about it. Thanks to the wisdom of Steve Hobbs, at ZimRights we call ourselves a tribe. This is deep. It is almost a spirituality. There are bonds that bring us together, the ties that bind and they keep us together so that together, we can do great things.
But don’t forget that you are the glue.
In the book, the 17 Essential Qualities of a Team Player, John C. Maxwell writes, “Leadership is not about titles, positions, or flowcharts. It is about one life influencing another. And when it comes to teams, the leader is the emotional glue that holds the team together.”
The title you use can bring you closer to the team, to lead with permission, to build relationships that define your excellence. Or the title you choose can separate you from the team and put you in a place where you use your position to lead. And John Maxwell teaches us in five levels of leadership that ‘position’ is the lowest level of leadership. Those who lead with position get the bare minimum from their teams. But relationships unlock limitless potential in a team and its impact grows.
Who do people say that you are? The answer to that question can tell us how far your team can go.
Simple Steps to Implement Language that Defines a Winning Team
- Choose Empowering Titles: Instead of using titles that imply hierarchy or control, opt for ones that promote collaboration and equality, such as “Team Leader” or “Team Member”.
- Foster a Culture of Inclusivity: Use language that makes everyone feel valued and important, avoiding terms that might alienate or marginalize certain team members.
- Lead by Example: Demonstrate the behaviors and values you want your team to embody, showing that leadership is not just about titles, but about influencing and empowering others.
- Cultivate a Shared Identity: Develop a language that reflects your team’s shared purpose and values, such as calling yourselves a “tribe” or “community,” to foster a sense of belonging and unity.
By implementing these strategies, you can create a positive and inclusive team culture that unlocks limitless potential and grows impact.
2.2 Unlocking the magic at the intersection of mission and passion
I have already said in my introduction that civic leadership is a labour of love. A few weeks ago, I had a conversation with a colleague from an organisation I used to work for. And he said to me, “Do you know what your legacy at the Forum is: it is that you had an eye for talent.” I took that credit seriously, but I then asked myself, and this is a question that I keep asking myself. When I am looking for a new member of the team, what do I look for? I am sure many of you leaders do the same.
The answer to this question comes from my experience some time ago when we were building the transitional justice movement at the Forum. We were a small emerging unit in the organization, driving what was a new initiative, with a lot of excitement about what we could do. We occupied a small cubicle. It was the four of us. We had positions but we needed to be reminded about them because when we were in the zone, we forgot about our positions and our titles. With this small team of 4, we loved what we did. Our brainstorming sessions were like a fantasy game. We had no limits. Our planning sessions were chaotic. We executed with military precision. The results were stunning.
This was the small team that ran the taking transitional justice to the people campaign which delivered the transitional justice provisions in our constitution today. This was the small team that saw the convening of two high-level international conferences on transitional justice in Zimbabwe and Johannesburg between 2012 and 2013. This was the small team that saw the birth of the National Transitional Justice Working Group in 2014, with 37 organisations joining membership at its launch, growing to 99 organisations in the first 12 months becoming the largest transitional justice movement on the continent. This was a dream team.
What defined this team, when I look at every member of that team was that they experienced a rare intersection of mission and passion. The mission of the Unit was to make transitional justice a top agenda in the Constitution-making process and thereafter to see transitional justice on the national agenda. The people who became part of this had a passion for it. They believed in it. That is why and how we unlocked the magic in the team.
Since then, I learnt that human rights work, while it has the potential to put food on the table, must not be about mere employment. You must find the passion. It sounds idealistic but that is what makes it special. Your best team, as a civic leader, is the one that believes in your mission, 24/7. In the past year, I have had some members take salary cuts to join us. I sit there and say, look, you did well in the interview, but we cannot afford you and two of them said, ‘I will take whatever you offer. I love what you do here.’ And they stepped in and mesmerized us with their magic.
I recently posted about one of our team members who got a good offer to join a local bank. I looked at the offer and it was way better than we were offering. I wished him good luck, we shook hands, and I said, “When our situation improves, and you wanna bounce back, give me a call.” And he said, “Don’t think twice.” We had an opening that paid better, I gave the young man a call, and true to his word, he did not think twice. I meet this young man every day. I am usually the first in the office at 6:45 am. And I find him there. He is not even in the programmes but he loves our mission.
Some time ago, I carried what appeared like a simple survey, to gauge the passion of the team about the mission. I asked simple questions like, when you open your laptop and you are not in the mood to work, what websites do you interact with? What kind of news dominate your social media feed? What kind of information are you most likely to forward to family and friends? And from this I was able to map out those whose passions were misaligned to our mission. We conversations through what we call the Performance Improvement Dialogues (PIDs). For some, I said, “You are going to be miserable here. And I am happy to talk to a few colleagues so that you can do what you really enjoy. This place is a prison for you.” For some, I said, “You can make some adjustments here and there and you will fly.” One came to me and said I don’t care what you think but you will need a bulldozer to get me out of here.”
So, what do I look for? What should you look for? See to align mission and passion. For some, it is already aligned. For others, it needs minor adjustments. But for some, it will never and you need to start a process that we call mindful transition.
Where passion meets the mission, the results are magic. You will surge forward sustainably with speed and efficiency and the journey will be enjoyable. It is not my wisdom. But it has been my experience. That is well documented by John C. Maxwell in the book, The 17 Essential Qualities of a Team Player.
“When an organization’s mission aligns with an individual’s passion, the result is explosive energy, unparalleled motivation, and unstoppable momentum.”
Four Simple Steps to Unlock the Magic at the Intersection of Mission and Passion:
- Assess Passion Alignment: Conduct surveys or conversations to gauge team members’ passions and interests, ensuring they align with your organization’s mission.
- Recruit for Shared Purpose: Prioritize hiring individuals whose passions resonate with your mission, even if it means they take a salary cut or turn down better-paying offers.
- Foster an Enabling Environment: Encourage team members to explore and deepen their passions within the organization, providing resources and support.
- Mindful Transitions: Recognize when passion and mission aren’t aligned and facilitate graceful exits or adjustments, ensuring team members’ happiness and organizational success.
- Pay attention and tackle head-on factors that sabotage passion: Simply because team members show passion for their work does not mean everything else does not matter. Take time to investigate factors that sabotage passion. Factors like poor remuneration and toxic working environment.
By implementing these strategies, you can create a high-performing team where passion and mission intersect, unleashing explosive energy, motivation, and momentum.
2.3 Tour operators versus tour guides: Where you go, so goes the team.
“Leaders who practice the Law of Empowerment don’t just send people on a journey; they join them on the journey. They don’t just give assignments; they provide support. They don’t just expect results; they help others produce results.”
John C. Maxwell
I have already made reference to the five levels of leadership that are documented by John C. Maxwell. One of the five levels of leadership is People Development. That is level number 5. These levels are related and they all work together. I connect level number 5 very closely with level number 2 which is permission and rests on the quality of the relationship you build with the team.
Let me introduce another resource here. The book, High Road Leadership again by John Maxwell explains the principle that high road leaders serve others. Sometime last year, with colleagues we wrote a book titled ‘Leadership with Compassion’ in which we share stories of community interventions that are inspired by love.
The principle which cuts across these is that you lead well when you place yourself at the service of your team. The golden question is: What can I do to make you thrive, not only here, but in life? When you show genuine love and care for their success. This is so obvious. Your team will connect with you better, and serve the organization better if you show a genuine concern in them not only as an employee but as a human being, a brother, a sister, and a partner in doing great things in life. And there is no better way of doing that than empowering them holistically.
How can I help you succeed? And this journey, for us at ZimRights begins with storytelling. Because the simple truth of life is this; you do not know me, if you do not know my story. So, every year, we take time, and go to a place far away, and we sit in a circle, bring our childhood pictures with us, and tell each other stories. From these stories, emerge a powerful community of people who are a tribe, who understand each other’s woundedness, fears and the passions that drive us. When embrace these ties, and I step forward to say, ‘Can I help’ then you know I am not asking as your team leader, I am asking as a human being and I desire that you succeed. This must not be done as a ritual but as a true act of kindness. While this is a collective journey that involves everyone, the leader sets the pace and the culture of empowerment. This is wholehearted leadership.
In this approach, the leader becomes a friend, a coach, and a mentor. This is where the analogy of tour operators versus tour guides comes in. A leader who wants to empower their team members will not act like a tour operator, send people where they have never been. But they are like a tour guide, walking with each member, supporting them along the journey. The unavoidable impact of this approach is that you build strong relationships, and the team excels. When the time comes to check out, you are not short of leaders who will take over from you, ensuring sustainability and continuity of the organization.
And yet insecure leaders cannot do this. They rather spend their time sabotaging their team members rather than empowering them. They will not allow their team members to shine when they are around and as we know from history, organisations that are built on individual brilliance are shallow and will fizzle out like morning dew in the face of sunrise the day that leader checks out.
I once participated in a recruitment process, that was so funny. All the candidates kept on emphasizing that they would be loyal and no one spoke about excellence. When I went down to the bottom line, I realized there was a culture in this organization that if you outshined your director, you would not last. And that is the antithesis of team building. In the end, you never build a team. You will have just a bunch of people taking instructions from you, and your limits are their limits. I believe high-impact players don’t stay in such environments. They check out and you condemn the organization to only your miserable level in a world with so much talent and passion.
Four Simple Steps to Transition from Tour Operator to Tour Guide Leadership
- Embody Servant Leadership: Prioritize your team’s growth and success, asking, “What can I do to make you thrive?”
- Build Genuine Authentic Relationships: Invest time in understanding team members’ stories, passions, and fears, fostering a culture of empathy and trust.
- Empower Holistically: Focus on developing team members’ skills, confidence, and autonomy, providing support and resources for success.
- Lead by Example: Demonstrate vulnerability, kindness, and humility, inspiring team members to excel and take ownership of their work.
By adopting these strategies, you’ll create a positive, empowering environment where team members flourish, ensuring sustainability and continuity.
3.0 Conclusion
As a leader, you are the first, but you don’t have to be the last. Your goal is not excellence for yourself but for the organization. You choose whether you want to be a time teller or a clock builder. As a time-teller, you are the genius with answers to everything but everything ends the day you end. As a clock builder, you have a system and a team that goes into the future with excellence, even when you are no longer available. But you are also living a life with meaning. Meaningful relationships define the quality of life, beyond your station of work. When you build a team that you genuinely care for and supports, the rewards are beyond your station of work. What better approach is there for us to lead in this labour of love that to do it within a leadership value framework that celebrates the greatest law on the land, to love each other well and serve our community with excellence. I wish you all the best in your service. See you there.
Dzikamai Bere is the National Director for the Zimbabwe Human Rights Association (ZimRights) He can be contacted on dzikamaibere@gmail.com
