Leadership in Networks Webinar


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Network of Network Funders - Leadership in Networks Webinar. Co-hosted by the Monitor Institute and the Leadership Learning Community.

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  • Diana introduces the webinar and LLC Diana hands it over to Natalia
  • Natalia Why LLC launched LNE Why we were interested in partnering with Monitor Institute to engage the wisdom of this group To develop thinking for a report for the field to influence the leadership field Here are some of the questions we want to pursue
  • Natalia
  • Deborah
  • Deborah: It is becoming increasingly clear that we will not be able to overcome fragmentation and competition that is undermining the capacity of the non profit sector without new approaches to leadership that build relationships and connectivity. We need to cultivate leadership that builds relationships across organizations, issues, and identity to unleash our creativity and ability to address problems systemically.
  • Deborah: Traditionally we have thought of leadership as ability of an individual to exert influence over others by virtue of their authority, charisma or persuasiveness. Ideas about leadership have been heavily influenced by a culture of individuals that attributes great responsibility to individuals and assumes that achievement is largely due to the merits of an individual leader. Any one who has experienced discrimination or tried to lead in a large and possibly dysfunctional institution understand the problems of overlooking the role of systems in undermining efforts to promote change.
  • Deborah When we think of leadership as the behaviors of an individual rather than an interconnected and relational process among many engaged in change, it follows that investing in the skills of an individual leader is a good change strategy for changing organizations and their ability to improve the lives of individuals and communities they serve. Over the past 20 years most investment have been made in building the skills of individuals.
  • Deborah We will not reach the scale of change needed supporting one individual at a time. If we begin to understand leadership as a dynamic process by which many people connect, change roles, adapt, learn and act we can mobilize leadership resources to take on systems change.
  • Claire
  • Claire
  • Claire Distributed and connected: A small Canadian lab plugged into many different cooperative and collaborative networks to sequence the SARS gene overcoming obstacles to collaboration that prevented the Chinese government with all of its resources from finding a solution. Relational and shared: The Promotora Institute was founded by local women in the community who people turned to for advice when they got ill or had other problems. Promotoras are from the community, they understand the culture and speak the language of the community. Promotoras lead by listening and building trust with the people they meet. They look for strengths and help people make the connections they need to control and improve their lives. They are non-positional leaders. Collective action: The African Health Leadership Initiative was launched by Synergos to build the gap between policy and implementation in national health systems in Africa. Multistakeholder teams of national health leaders, senior government officials, local community health providers, and representatives from business and civil society are guided through an intensive leadership development and problem-based learning experience called the Innovation Lab where they develop and test field-based innovation projects that can be adapted and replicated on a larger scale.
  • Diana
  • Diana There are two different ways of building the leadership capacity in networks and the network capacity of nonprofit leadership. We believe we can extend the impact of what we are learning about leadership and networks by working at the intersection to produce lessons, tools and resources for both fields.
  • Diana does the poll
  • Diana
  • Deborah
  • Deborah As we explained earlier most leadership development efforts historically have taken a skills building approach to increasing the effectiveness of individual leaders. Through evaluations many of the programs started learning and important lesson about one of the unintended benefits of their leadership programs…graduates were leveraging the relationships that had been developed with their cohort to connect around continued support, learning and in some cases collaboration. In fact, in some evaluations, program graduates explained that those relationships were the most valuable part of the experience with a sustained impact on their work. This provides some insight into the opportunities to think differently about leadership development strategies that focus more on relationships than skills building as an approach with more sustained impact.
  • Deborah Strategies for Developing Leadership and Network Capacity
  • Claire Areas for investing in Leadership need to expand to include the shaded boxes What the shaded boxes have in common is their focus on relationships– all different kinds of relationships (among people, neighborhoods, organizations, sectors, and fields) So what does it look like to develop relational forms of leadership (leadership in networks, leadership in communities, leadership in fields of practice)? Here are two examples
  • Claire The Barr Fellowship is a sabbatical learning journey for executive directors of nonprofits in Greater Boston. Every two years 12 directors are nominated and awarded a sabbatical for their organizational leadership. The sabbatical often transforms individuals and organizations, but this program is also transforming the leadership landscape in Greater Boston through the network it has created. The network is bridging differences, encouraging self-organizing,
  • Claire Lawrence Community Works is a network approach to community development in the immigrant city of Lawrence, Massachusetts LCW creates and holds space so that people (especially immigrants) in the City of Lawrence have an opportunity to give their leadership gifts. This 900 person network provides multiple points of entry and engagement to members. LCW nurtures trust and reciprocity among members They create neighbor circles and have worked together to build affordable housing, playgrounds and a community center. Currently they are engaged in a downtown revitalization initiative. It’s a fascinating model that you can read more about on Bill Traynor’s blog The Value of Place
  • Natalia
  • Natalia and Diana Natalia talks about website and how they can contribute Diana talk about the wiki
  • Leadership in Networks Webinar

    1. 1. Leadership in Networks Webinar December 2010
    2. 2. Leadership for a New Era: Inclusive, Networked & Collective Leadership <ul><li>Engaging 100+ participants </li></ul><ul><li>3 products: publications, assessment tools, interactive website & directories </li></ul><ul><li>4 topics: Leadership and Race, Leadership and Networks, Collective Leadership, Leadership Across Difference </li></ul>
    3. 3. Today’s Conversation <ul><li>Why invest in leadership in networks? </li></ul><ul><li>What are the unique aspects of leadership in a network? </li></ul><ul><li>How can leadership be developed and supported in networks? </li></ul>
    4. 5. <ul><li>“ The value of collective leadership networks is in their capacity to solve problems quickly in an environment of uncertainty and complexity” </li></ul><ul><li>(Duncan Watts, 2004) </li></ul>
    5. 6. <ul><li>Traditional Model </li></ul>Support for Individual Leadership Skills Strong Organization Better Community Results Source: Adapted from Leadership for a New Era / Leadership Learning Community
    6. 7. <ul><li>Current Leadership Investment Areas: </li></ul><ul><li>Individuals and Organizations </li></ul>Change level targeted Individual capacity Organizational capacity Network capacity Systems capacity Individual Organization Community Field
    7. 8. We Will Not Reach the Change we Seek, Supporting One Leader at a Time Traditional Leadership Mindset NEW Collective Leadership Mindset
    8. 10. Rethinking Leadership: Network Approach
    9. 11. <ul><li>Create and hold space with a clear sense of purpose </li></ul><ul><li>Weave the network </li></ul><ul><li>Reach across boundaries </li></ul><ul><li>Nurture trust and reciprocity </li></ul><ul><li>Bridge differences </li></ul><ul><li>Encourage self-organizing and self-authorizing </li></ul><ul><li>Leverage tools for connection and coordination </li></ul><ul><li>Align action </li></ul><ul><li>Provide multiple points of entry and engagement </li></ul><ul><li>Model leading with a network mindset </li></ul>Core Capacities
    10. 12. Promotoras African Health Leadership Initiative Collective Distributed Relational
    11. 14. Leadership & Network Capacity The Opportunity at the Intersection of Networks and Nonprofit Leadership
    12. 15. <ul><li>In your work are you attempting to: </li></ul><ul><li>Build leadership capacity in networks? </li></ul><ul><li>Cultivate a network mindset among those engaged in leadership? </li></ul><ul><li>Both? </li></ul>
    13. 16. Discussion Questions <ul><li>What have you learned about building leadership capacity in networks from your own experience? </li></ul><ul><li>What have you learned about how to support those in leadership positions to adopt a network mindset? </li></ul>
    14. 18. <ul><li>Traditional Model </li></ul>Support for Individual Leadership Skills Strong Organization Better Community Results Network Model Support for Leadership as a Collective, Relational, and Distributed Process Healthier Networks– Formal & Informal Better Community Results and Social Impact Source: Adapted from Leadership for a New Era / Leadership Learning Community
    15. 19. Key Strategies
    16. 20. Focus Areas for Investing in Leadership and Networks Change level targeted Individual capacity Organizational capacity Network capacity Systems capacity Individual Organization Community Field
    17. 21. Barr Fellowship Network Change level targeted Individual capacity Organiza-tional capacity Network capacity Systems capacity Individual Organization Community Field
    18. 22. Lawrence Community Works Change level targeted Individual capacity Organiza-tional capacity Network capacity Systems capacity Individual Organization Community Field
    19. 24. Next Steps and Resources <ul><li>Resources at www.leadershipforanewera.org </li></ul><ul><li>Post your top of mind takeaways on the wiki: </li></ul><ul><li>http://networksguide.wikispaces.com/15-Dec%2C+11am+PST+Issue+Meeting </li></ul>