Develop Coalitions



    • We create connections, trust and shared meaning with individuals and groups.
    • We understand the different types of forms for collaborative initiatives and select the type which most suits the aim.
    • We build internal connections between different work units to share expertise.
    • We prioritize positive working relationships with community, external agencies and organizations.


    • We ensure and maintain service to clients, customers and members at the core of the value proposition for the coalition.
    • We facilitate collaboration, cooperation and coalitions among diverse people and perspectives aimed at learning to improve ministry and service.
    • We demonstrate a commitment to clients and services by directing and continuously translating this commitment into desired outcomes. This commitment is not an end, but the means to improved results.


    • We employ methods to gather intelligence, encourage open exchange of information and use quality evidence to influence action across the system.
    • We understand how knowledge and resources can be combined or developed to create new ministries, programs and services.
    • We develop clear performance criteria and assess on a regularly scheduled basis, knowing what gets measured counts.


    • We know differences can be an asset. We use techniques to foster high levels of engagement and participation to understand the partner’s organizational culture.
    • We adopt a win-win mindset. We know what success means to all partners.
    • We develop emotional resiliency by building our self-confidence, optimism, social support, and expression of positive emotions.

    LEADS in Action

    Reflection by Kathleen Ingram

    While participating in the LEADS training sessions recently, we used something called the “empathy toy” to help create a cohesive team. Groups of three or four were asked to replicate a previously created wooden puzzle, despite being blindfolded and receiving only verbal assistance. The debriefing that followed was key, as participants were asked to consider not only their role, but the role of others, during the activity. The entire process was then repeated, with another debrief focusing on how participants changed their behaviour given their new learning. 

    Our group enjoyed the activity and I immediately began thinking about how I could use this tool in the emotional and spiritual care foundations course for emergency disaster services (EDS) training. After arranging to borrow the empathy toy, I created a script to adapt the material. It wasn’t difficult, considering empathy is one of the fundamental principles of emotional and spiritual care. I asked members of my staff to participate in a simulation and asked for their feedback on whether this activity helped them understand the need for empathy as a leadership characteristic. 

    The following week, I used the empathy toy during the EDS training, and it was well received. It helped the students engage in conversation around empathy, and their understanding of the role empathy plays in emotional and spiritual care became tangible.   

    As leaders, we must strive to be empathetic in all situations. Whether we are providing client service or trying to understand a particular problem, to lead effectively we must consider others and their circumstances. It’s a key part of being a Salvation Army that presents Christ’s message of love and hope for the world. 

    Systems Transformation