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Actions in this Section
- Help recruit members and explain the purpose of the coalition
- Provide self-reflection about making positive contributions to the process
- Help core group members achieve consensus about forming the main coalition and the work they intend to do
Tools in this Section
Tips for Success
- Engage key people from the community who are already invested in prevention and who have track records with getting a process “up and running.”
- Keep the workgroup’s focus short-term and temporary with a concrete timeline for having a full coalition in place.
- Use the tools in this section as opportunities to clarify a shared vision that is easy to communicate with others.
- Practice elevator speeches (i.e., role-playing) during meetings. This is helpful in articulating the coalition’s purpose before testing it in the community with potential coalition members.
- Elevator speeches should have a consistent core message so new recruits come to the table with similar expectations.
- Relationships. Relationships. Relationships.
- Coalitions are “two-way streets.” However, leadership should be prepared to give more to members than it receives until coalition members fully understand the benefits and are willing to contribute in return.
- Ensure coalition members understand they will have a role outside of monthly meetings in order to make the coalition successful.
- The first few coalition meetings may resemble orientation meetings to affirm goals and processes. Leadership should be prepared to engage coalition members outside of meetings for two-to-three months so it will not feel like “just another meeting” to them.
- Some coalitions will form with a core group of people, who may phase out once the coalition is stable and new members are recruited to maintain coalition functioning.
How to Create an Elevator Speech
Prospective members often want to know how the time and effort they invest in a coalition will benefit their individual organizations. Anticipating this concern is an essential part of getting new members involved in the effort.
An “elevator speech” is a prepared presentation that grabs attention and communicates a lot using only a few words. As the name suggests, it is presented in the time span of an elevator ride and includes a short description of what you do, or the point you want to make.
The elevator speech provides coalition members with a tool to recruit additional community support by helping to answer the question, “Why is this worth my time and effort?” Taking the time to identify the unique benefits that your prevention works offers to each sector of the community will make it easier to get more people involved.
Key question:
- What is the coalition’s realistic, challenging vision of success?
Solicit advice from the leaders of local organizations, the heads of volunteer services in your city/town, and community-minded business leaders. Ask each to help envision a community coalition with a clear mandate, sensible parameters, and a coherent course that includes both immediate and long-term goals. Better yet, invite this core group to an informal meeting to discuss the potential value of a coalition. Gathering the ideas of others will suggest possible directions while giving you an idea of the type of effort that is likely to find strong support in your community.
From there, condense the advice you receive into a one-sentence, common sense description similar to one of the following:
- The coalition will work to make service-learning available to all students attending area colleges.
- The coalition’s goal is to de-normalize commercial tobacco abuse in the region.
- The coalition will encourage cooperation between colleges and the non-profit community through projects that help to prepare today’s students for employment in tomorrow’s workforce.
This description is an important tool for recruiting help, seeking advice, and gathering support. Expect to refine the elevator speech over the first few months as its use with community members will give them context against which to frame their questions and ideas.
What Makes a Great Group Leader?
The way a group is led has a major impact on its success. When asked what they want a group leader to exemplify, coalition members often identify leaders who possess the following values:
Commitment to People
Most group members are highly concerned about relationships and being valued as a participant. If a person feels secure in a group, s/he is more likely to contribute. A good group leader invests time in building and reinforcing the group not only when the group is starting out, but also whenever a newcomer joins.
Desire to Support and Serve
While group members want to see the group leader take charge, they are also strongly motivated by a leader’s ability to lead behind the scenes! A group leader who is supportive when other members “take the wheel” is more successful than one who controls, or micromanages, everything.
Enthusiasm, Energy, Inspiration and Expertise
Not surprisingly, group members want to be inspired and motivated by a group leader with the energy and enthusiasm to fire them up. At the same time, they want to feel secure that the group leader has, or has access to, the necessary expertise to lead the group in the right direction.
Willingness to Shoulder Responsibility
Group leaders may find themselves tested when difficulties arise or circumstances do not go as smoothly as anticipated. When challenges arise, as they inevitably will, the leader must take responsibility for addressing them as quickly and effectively as possible. While group leaders are allowed to make mistakes, they should admit errors. Instead of dwelling on what went wrong, a good leader will ensure the group stays on course, recognizing that working through difficulties strengthens the coalition.
Ability to Achieve More as a Group than as Individuals
Groups become most effective once there is synergy, meaning the results achieved by the coalition working together is greater than the sum of their assembled individual capabilities. This requires the group leader to: (1) explore leadership models that involve shared leadership among group members, (2) have an understanding of different individuals’ group member roles, (3) establish mutual accountability within the group, and (4) create a group environment that is open, fun, and allows for healthy, productive discussion.
Adapted with permission from What makes a good team leader?
Retrieved on August 6, 2003, from http://www.teal.org.uk/et/page5.htm.
© 2002 by The Teal Trust
What Makes a Great Group Member?
Coalition members who make the most of the group experience and process typically possess the following values:
Commitment to the Group above Themselves
Great group members are service-minded in that they seek to move the group forward more than they seek to advance personal agendas.
Positive Contribution to Group Process and Goals
Great group members provide both suggestions to improve the group process and fresh ideas to help achieve the group’s goals. The active participation of group members often leads to shared group leadership, with different members driving the process at different times.
Enthusiasm, Energy, Inspiration and Expertise
Great group members inspire and motivate others. Having a group structure that enables individual expertise and gifts to be recognized and productively used is affirming to group members and encourages their contributions. Everyone shares responsibility for developing and nurturing this kind of group structure.
Willingness to Take Responsibility for the Group’s Work
Great group members willingly accept responsibility for major components of the coalition’s work., including elements of group development and leadership.
Delivering on Commitments
Individuals committed to the group’s success are most valued by the other members. Those who agree to implement action steps must hold themselves accountable for completing their tasks as group members who fail to deliver lose the trust of others. It is in the best interest of the group for members to set appropriate, realistic expectations for their participation rather than agreeing to complete tasks on they cannot possibly deliver.
Adapted with permission from What makes a good team member?
Retrieved on August 6, 2003, from http://www.teal.org.uk/et/members.htm.
© 2002 by The Teal Trust
Guiding Work for Initial Meeting Tool
Engaging the Core Work Group
Start with a Plan
Certain tasks must be carried out by a coalition, regardless of its type, in order for it to function effectively. These tasks include:
- Recruiting members
- Naming a coordinator/facilitator
- Obtaining commitment from members
- Assessing needs and gathering background data
- Writing a mission statement
- Determining short- and long-term objectives
- Evaluating the work as the coalition progresses
- Exploring opportunities for additional funding
- Implementing the plan using appropriate merchandising and evaluation techniques
- Finding rewards for coalition members
Once potential members are recruited and it is determined there is significant interest, it is helpful to:
- Prepare a letter stating the problem the coalition is being formed to address
- Invite the person/organization to be part of the solution
- Arrange an initial meeting at a convenient time and location
- Prepare an agenda for the meeting
During the first meeting, make a strong first impression. Often this introduction sets the “stage” in people’s minds as to whether the coalition will be primed for success or struggle. For this reason, it is essential to have clearly defined the purpose, goals, and desired outcomes for the first meeting. In other words, know what you are trying to accomplish.
The best meetings are those with a clear set of questions to be answered and an established process that permits everyone at the meeting have a say in answering those questions. At the end of the meeting you should have an agreed upon set of operating principles each representative can then take back to his or her organization.
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