To survive water crisis requires collective action

I’M IN a valley, out in the country, outside the city of Cape Town.

A bunch of people are in the same room together because of a dire water shortage.

And this means we have half a dozen potential looming crises: dangerously low “water security”, “economic security”, “job security”, “food security”, “social security” and “safety security”.

Yes, it started being about water. But the impact is on people.

In this room are the most valuable leaders in the valley. From across society.

Government is in the room, but this isn’t a government meeting.

We start with a very simple question: “Who are we?”

We map who we all are, within this place. From all sectors – from accountants to farm labourers to dominees.

Next, we identify the risks we face, together, as above. Then we start identifying the resources we each have. Plus those we can build, when we partner – one plus one equals three.

Next, we look at our “enablers”, to make it happen best. Integrated leadership, data, planning, operations – all support services, to keep it all together. Government will co-lead – but its processes will never hinder the collective’s agility, innovation, urgency.

Together, we understand our society intimately. Our greatest resources are latent, unseen. If workers in the agricultural sector have no work, no income, no food… the greatest food resource we have lies with the family, which takes a few sandwiches to their church. Times 10000.

Finally, we “think about our thinking”. Reflect on three principles we agree on: our collective action is necessary, effective and fair, as David Olivier argues.

And we reflect, truthfully, on ourselves and each other. We may have to alter our mindsets, behaviours, habits to strengthen our partnerships.

After the meeting, a core leadership team chats. One asks: “Okay, so what’s our communication strategy, as leaders?”

I propose: “On the ground, this group will hardly be known about. Our primary aim is to lead by enabling. With a light touch. By investing in relationships. Mobilising through the channels of leverage, influence, credibility, which flow through our society.

“If we succeed in addressing the crises we face – mitigate all our risks, minimise all the potential harm – if we achieve all this, and no-one knows it was us, then our communication strategy, as leaders, will have been successful.”

To survive our gravest risks, we need to mobilise the whole of society.

With all the right people in the room.