How can we build high performing mobilisation teams and strong engagement cultures in our offices to win bigger?
We created a checklist to help leaders and practitioners at Greenpeace tackle this question and we thought it might also be useful to you. Use this list with colleagues, campaign and leadership teams to identify gaps in mobilisation strategies, surface opportunities for growth and development, or simply to inspire new approaches to engagement culture across your group.
Want to go even deeper? The team at Mob Lab is happy to discuss your results and support your progress in people-powered campaigning. To take us up on the offer, fill in your results using our survey tool here.
Addressing the scale of the problems we face—before it’s too late—means running campaigns that tackle the root causes of environmental destruction. We see many victories around the world but it isn’t enough.
The need to win bigger has been a driving force behind much organisational change at Greenpeace. The creation of the Mobilisation Lab is one part of the shift towards amplifying and spreading the power to win.
Greenpeace also created an internal document called the Seven Shifts to sum up the kind of organisation we want to be—that we need to be.
Seven Shifts is an aspirational document that recognises the need for flexibility and for staff to experiment with ways to make the shifts a reality in the different cultures and contexts we live and work in around the world.
The Seven Shifts help guide a move from working on symptoms of environmental destruction to addressing root causes. They take us from being a secretive organisation to an open source one. The Seven Shifts also takes us away from working independently and seeing volunteers, donors, followers and friends as “supporters” to a more collaborative organisation that recognises people as change agents and campaigners in their own right.
The Seven Shifts are being met with excitement, hope and enthusiasm. This is the organisation—the Greenpeace—we want to be.
How do we live these aspirations in our day to day work?
These shifts won’t happen overnight. We came up with a checklist to help leaders and practitioners at Greenpeace move toward living these changes in our campaigning, leadership and planning.
The Seven Shifts run through this list. We also captured our combined experience working in campaigning, what we’ve learned working with national and regional Greenpeace offices, the insights and teaching of amazing allies and friends in the movement, and what we consider the current best mobilisation practices.
The checklist list was designed for Greenpeace staff and the organisation we are working to become. Your list may look different. We hope you take inspiration from this and start similar conversations with your team to identify gaps and surface areas for growth and development.
If you use this tool we’d be happy to have a one hour conversation to discuss your results and provide advice to support your progress in people-powered campaigning. Just fill in the form version of the checklist, provide your contact details at the end, and we will follow up.
Get started…fill in the How Mob is your Mob survey.
Mod /mɒd/ a. a subculture that began in 1960s Britain and spread, in varying degrees, to other countries. The term mod derives from modernist, a term used in the 1950s to describe modern jazz musicians and fans. Paul Jobling and David Crowley argue that the definition of mod can be difficult to pin down, because throughout the subculture’s original era, it was “prone to continuous reinvention.”
Thanks to my colleagues Amrekha, Brian and Tommy for the seven shifts and the inspiration it provided for this list. Thanks to my Mob Lab colleagues and Martin, Shirley, Amanda and Earyn for pointing out the gaps and helping me fill them. And if you have feedback, suggestions, adaptations, I’d love to read them in the comments – there is always room for improvement.