Teaching in the Impact Lab at the Skoll Centre of the University of Oxford Saïd School of Business, I get the opportunity not only to focus on social movement theory and leadership, but also to visit one-on-one with students. Usually, our conversations head into the realm of career and what’s next after they leave Oxford. One recent conversation, however, revolved around the challenges faced by an organization a student had founded, including some of the decisions he was now questioning.

After a broad discussion about leadership, he asked, “What do you think are the traits of a successful leader of social movements, philanthropy, or causes?”

Here is how I responded:

Permission seeker

Good social-sector leaders seek permission to use their voice and platform for an issue from those they want to impact. Before launching an initiative, the leader listens to the voices and considers the perspectives that are not heard in internal meetings and works closely with those communities to understand their specific needs, the nuances of how other issues intersect with their daily lives, and what milestones will signal momentum.

Agenda focused

Once they have secured those permissions, leaders have a clear agenda and know the milestones that must be achieved to accomplish it. They work proactively and intentionally to bring in others to take action on each element needed to effect change. Agenda-focused leaders know that obstacles will arise and plan alternative pathways toward success. Rather than pitch individual projects, they persuasively present their overall agenda for social issue change, which, in turn, leads to stronger relationships, more significant philanthropic support, and a community more willing to actively participate in implementation.

Demand yet compromise

When students discuss social movement change, they often get passionate about an all-or-nothing approach in making uncompromising demands. I respond with case studies, real examples where demands often lead to compromise and small steps forward. Both sides, the support and the opposition, must lower their defenses enough to understand which of the other’s demands are truly non-negotiable and where compromise may be possible. Both sides need to know they’ve been respectfully heard and acknowledged. Trust is impossible without compromise, and lack of trust dooms any relationship.

System mapper

Effective leaders know their place in the larger social issue system in which they are actors. They understand their role, define how they add value to the system, interact with other actors appropriately, and bring forward initiatives that support the system as a whole. They serve as a lever within that system when necessary—especially when major moments happen in culture and society that call on the system to react and take action together toward a shared goal. Leaders are fully aware of, and thus have created strategies based on, all actors, including contributions (or lack thereof) from government, philanthropic, corporate, and other entities. This enables them to articulate and demonstrate how specific funders’ support contributes to the larger social issue system.

Story definer

The now familiar concept of storyteller isn’t just a leadership trait but an organizational one that everyone should practice. Great social-sector leaders today go beyond storytelling. They define the story, establishing the central position that persuades the broader public (not just those in the echo chamber already in favor of the work) to learn about the issue, shift the beliefs they’ve held, and take action to advance the cause. Story definers know that it takes more than just a narrative about a mission or just one personal story deemed important. They establish the public and community position that shows why and how an issue is relevant and worthy of their engagement by featuring many stories that showcase the challenges alongside opportunities to be part of the solution. Rather than simply repeat their own stories, story definers create and facilitate a platform for others to share their voices and lived experiences.

Author Ken Blanchard said, “The greatest leaders mobilize others by coalescing people around a shared vision.” Today’s successful social-sector leaders don’t thrust themselves into the spotlight and expect people to follow. They carefully and mindfully listen to those no one else is listening to. They set aside their egos to know how to compromise and when to stand firm. They know they aren’t the only great leader addressing an issue. Today’s outstanding social-sector leaders are the ones who are empowering other people to join them in accomplishing an extraordinary goal: social issue change.

Derrick Feldmann (@derrickfeldmann) is the founder of the Millennial Impact Project, lead researcher at Cause & Social Influence, and the author of The Corporate Social Mind. See Derrick’s related articles in Philanthropy News Digest, “Nurturing a community for the greatest impact” and “Creating symbiosis between marketing and advocacy.” He also is managing director, Ad Council Research Institute and the Ad Council Edge Strategic Consultancy.