Using the Leadership Taxonomy in Group Discussions

The Advocacy and Leadership Center provides leadership development programs all around the world. The Leadership Taxonomy is a primary tool in these programs. We know that many of our program participants have gone home and introduced the taxonomy to their coalitions and from what we've heard, it's been extremely helpful. But you don't have to attend an Advocacy Leadership Program in order to learn how to use this tool in your own context. Our program facilitators share below how they've used the taxonomy to spur conversations about leadership.

Sharvell Becton
We introduced the taxonomy in the context of what type of leadership it takes to build or sustain a movement or advocacy campaign. In one program, we assigned the participants “room work” to read the taxonomy and come prepared to discuss it the next day. We discuss the taxonomy in the full group, asking how it resonates with their experience. Then we have flip chart sheets on the wall, with one role on each flip chart. We ask them to write under the different categories the names of people that “fit” that particular category.

Theresa Gardella
We ask participants to fill out an individual assessment tool. They identify which leadership category or categories they fit into, and what they might want to develop. They use the tool to assess their community or coalition, though not the whole movement, because movements are usually too big and fluid to fit into the taxonomy. The taxonomy is great to identify roles people play and to understand the plusses and minuses of each role; you can use an Inside Advocate for one part of your campaign, but not for another. The category of Sparkplug is usually the most interesting for folks. Once people understand the taxonomy, and the value a Sparkplug can bring, they begin to see how they can better utilize this person to help and not hurt the coalition's efforts.

Nader Tadros
I usually introduce the Leadership Taxonomy in the middle of a program, after we've discussed what goes into advocacy and the different things that happen in a campaign. Then we ask about the teams that they have, and talk about the tasks or roles of known advocacy leaders. We might start with a generally known figure like Nelson Mandela, and then bring the discussion around to people in their own campaigns– from the general to the specific. It emerges in the discussion that individuals might play several roles, but that no one person could play all of them. We would also have a blank piece of flip chart paper for people to post more roles if they see other characteristics that are not reflected in the current taxonomy. At this point, we divide into small groups of four or five, and ask people to reflect on their own coalitions, then report back to the full group.

Whoever is facilitating the discussion, participants in all groups we've worked with experience the Leadership Taxonomy as a very useful tool. They say, “Oh, now we see why it is that we are not moving as fast as we should.” They realize that there is a role that's missing for them, and that that they need to recruit somebody to fill this role.

The Leadership Taxonomy breaks the myth that if you only have one leader everything will go well. It calls for collaboration and for recognition of different kinds of leadership. It also helps people who do not think of themselves as leaders to consider that perhaps they are. “I'm gifted in Strategizing, but not as a Sparkplug, or not as a Community Organizer and I want to collaborate with others so that we make a good strong team.”

Suggested Taxonomy Discussion Questions

Along with the suggestions provided above, consider using these questions to guide a leadership conversation with your coalition.

  1. Who plays what role?
  2. Are there too many team members in one role and not enough in another?
  3. Is your team missing some key roles? What could you do about that?
  4. How could you develop team members to fit those roles?
  5. How could you reach out and recruit people to fill these roles?
  6. Are there team members in one role who'd be better in another role?
  7. What is your current campaign? What roles are needed to make it successful? Do you have people in these roles?
  8. Are there strategic actions you could take that are better suited to the team you have?
  9. Has your issue changed over time? Do the changes call for a new mix of roles?