Module 3 communications,connections & collaborations

1. Module 3:
COMMUNICATIONS,
CONNECTIONS &
COLLABORATIONS
"The European Commission support for the production of this publication does not constitute an
endorsement of the contents which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein."

2. Who is this module for?
This module can be used by anyone who is passionate
about doing something to change or address interface
challenges in their communities, towns, cities or regions.
About this Module
All too often interfaces result in heightened
economic and social disadvantage for those
involved.
Module 3 delves deeper into how someone can effect
change in their communities using communication,
collaboration and connections and a range of proven
tools to engage to effect change and better outcomes.

3. Learning Focus of Module 3
• Communication -
Skills to engage diverse multi-lingual groups
Inclusive Community Communication - Culture and Cultural Sensitivity
Language and being “Lost in Translation”
Great Community Communication Case Studies
Community Communication Campaigns
Developing a Communication Strategy
• Collaborations –
Collaboration in a Community Setting
Why collaborate?
How to be a great collaborator?
• Connections –
Networking in your Interface Areas

4. Practical Learning Focus
This module includes individual and group work
exercises:
Exercise Exercise Icon
Research Exercise
Written Exercise or
Quiz
Video
Downloadable
Resources for extra
reading

5. Communication
Tone: the way we speak
•fast or slow
•gentle or aggressive
•pauses
Body language: our mannerisms
and demeanour
•facial expressions
•gaze—looking at the other person
or away from them; paying
attention or not
•gestures—arm and hand
movements
•posture—leaning forward or back;
relaxed or stiff
•distance from the other person—
too close or too far
Did you know that language-specific words account for only
10% of communication ? The communication process is actually
90% made up of non-verbal information in the forms of tone
and body language.

6. Language is a very important component of the
communication process, but not speaking the same
language as another person does not mean that we
cannot communicate with them.
Other factors can be even more powerful than words.
The way we go about communicating with another
person—even when we do not speak the same language—
can have an enormous impact on the way we make that
person feel and the way they will respond to us.

7.  SMILE – it’s a universal language and it
helps put everyone at ease. Be
personal, not mechanical. Be
genuine, make good eye contact. It
helps people to feel they are in a safe
zone where they can take risks and be
vulnerable. This is very important for
working with all minority groups but
especially those in Interface
Communities
 MAKE AN EFFORT TO PRONOUNCE
PEOPLE’S NAMES CORRECTLY. Don’t
be embarrassed to make a mistake. If
you don’t say it correctly the first
time, keep practicing. Once you get it
right, repeat it a few times to lock it
in your memory.
Communication Skills to
engage diverse multi-lingual
groups

8.  SHOW AND TELL. Use body
language that aids in
communication. Act it out.
Demonstrate using real objects.
Use visuals and reinforce with
written material whenever
possible.
 SPEAK SLOWER THAN USUAL.
Speak clearly and distinctly. Pause
between sentences. Use shorter
sentences than you do usually.
Pause frequently to give the
listener adequate time to process
the language and content.
Communication Skills to engage diverse
multi-lingual groups

9.  PRESENT IDEAS OR FACTS IN A
LOGICAL ORDER. Don’t give
more information than is
necessary.
 LISTEN AND BE PATIENT. Allow
extra time for responses, they
are translating what you’ve
said as well as figuring out the
best way to respond. Give
native language learners the
opportunity to finish their
sentences.
 HAVE AN ATTITUDE OF
OPENNESS AND HELPFULNESS.
Communication Skills to engage
diverse multi-lingual groups

10. Inclusive
Community
Communication
and Culture
Culture is not one or two
things in isolation. It is a
whole way of thinking and
synergistic feeling about the
world.
Culture is manifest in a
popular value system, a
certain way of doing things,
a distinctive style of dress or
food, it is much more than
the sum of these things.
Culture is an integrated,
synergistic whole.

11. Understanding Culture
To understand culture we must look at the ideas, images,
stories, values and feelings that inspire people to live and
behave the way they do. Peoples cultures can be informed
from many different things including mythologies, language,
ways of thinking and learning. Culture as an iceberg…

12. Cultural Sensitivity
 Cultural sensitivity is a set of
skills that enables us to learn
about and understand people
who are different from
ourselves, thereby becoming
better able to serve them
within their own
communities.
 It is an acquired ability to
see many values and
behaviours as cultural rather
than universal.

13. Language & Culture
Language and culture are
inextricably linked and
paying attention to both is
key to the success of
communications that
embrace inclusivity.

14. Inclusive Community Communication
- Lost in Translation – “Yes, Yes, Yes”
 Rodica Lunca is Roma and came to Ireland from
Romania in 2001.
“When I came to Ireland I didn’t speak English. I used
to just answer all questions with “yes, yes, yes” but I
didn’t understand anything, I just wanted to escape.”
she says.
 Understanding the impact of language barriers, Rodica
now works as a cultural mediator between members of
the Roma community in Ireland and the various
institutions of the State they encounter in day-to-day
life.
http://www.irishexaminer.com/ireland/integrating-the-roma-41506.html
http://www.irishtimes.com/news/health/mediating-between-cultures-1.609199

15. Inclusive Community Communication
Case Study – Leeds a “compassionate
city within a strong economy”
Click to watch: https://www.youtube.com/watch?v=ZFSi01bduv0
This powerful short
video from Leeds City
Council, which highlights
the valuable work done
by the Leeds Migrant
Access Project, sends a
strong and welcoming
message of a
community/city willing
to accept and support
all people.
EXERCISE 1: Leeds
Map VIDEO
Refer to Module Learner Workbook.

16. Lost in Translation Case Study –
more about the Leeds Migrant
Access Project
Pria Bhabra, Commissioning Officer (Migrant Access) talks
about the Migrant Access Project and what it does.
 Leeds is an amazing, compassionate city, and the most
diverse outside London, where over 140 ethnic groups
live. In more recent times people arrive, fleeing war
and persecution, looking for work or generally in the
hope of a better future for themselves and their
families.
 So if you are new to a country, new to a city or new to
an area how do you cope? If you don’t know what to
expect from the weather, the roads, the people, the
shops, the police, the health service, the menu in the
local cafe, in fact just about everything… everything
that we take for granted.
Source: https://betterlivesleeds.wordpress.com/2016/03/01/when-a-map-migrant-access-project-
is-all-you-need/

17.  What is MAP? It’s a living human map of new Leeds communities
which links them to the right service at the right time. MAP
provides trained people, who speak the community languages, to
help and join people with the correct up-to-date information to
get the services they need.
 So how do we do this? MAP trains Migrant Community Networkers
(MCNs) who are from different national, ethnic or language
backgrounds, to talk to new arrivals about life in Leeds.
Lost in Translation Case Study –
more about the Leeds Migrant
Access Project

18. Building Rapport
Reflect on the learning
shared in Module 2 on
Building Rapport which
contains key
communication
approaches.

19. Inclusive Community
Communication & Enterprise
In the case of communications in building an
enterprise culture
 Business training or mentoring activities targeted to
culturally diverse communities are often more user-
friendly if provided in the main languages spoken by
migrants or coupled with language training.
 For example, in case of services provided to start-up
entrepreneurs or newly arrived migrants, the language
sensitivity is particularly important as the migrants might
not yet be familiar with the language of the host country.
 For later stages or post-creation support, language
sensitivity assumes a less crucial role (if the migrant has
reached a satisfactory level of host country language
knowledge).
 See Module 4 for entrepreneurship

20. Considerations …
 When communicating with various audiences, there is no
place for shortcuts, and a one size-fits-all approach
generally will not work.
 The people you want to reach represent may not only
many different cultures and backgrounds, but are also at
different places along the continuum of awareness and
understanding. Mutual understanding is vital.
 Different cultures like to receive information —and trust
information they receive from different sources—in
different ways
 Do not forget you have multiple stakeholders, target
group, media, the community, local government, NGOs
and funders - your message should be tailored to fit
each group.

21. What does a great communications
campaign look like ?
All great communication campaigns begin
with knowing who you are trying to reach
out to. Seth Godin, a respected marketing
specialist refers to this as Find Your Tribe.
What is a “Tribe?” A tribe is any group of
people, large or small, who are connected
to one another, a leader, and an idea. For
millions of years, humans have been
seeking out tribes, be they religious,
ethnic, economic, political, or even
musical. It’s our nature. And what he
wants you (us) thinking about is, ‘how can
you unite people within your realm of
influence to become a part of your tribe so
that you can utilize the power of a team
to make amazing things happen?!’

22. What does a great communications
campaign look like ?
Godin points out is that a motivated, connected tribe in the
midst of a movement is far more powerful than a larger
group could ever be. Its about the strength of the
connection and the meaning behind the unified purpose,
not the numbers.
http://sethgodin.com/sg/
The more you know about your tribe/audience pain points,
background, demographics, wants, needs and what channels
are best to reach them the better.

23. Finding your tribe of
community champions
“If you want to go
fast, go alone. If
you want to go far,
go together.”
African proverb

24. “The two words 'information' and
'communication' are often used
interchangeably,
but they signify quite different
things. Information is giving out;
communication is getting through”.
Sydney J. Harris
Are we guilty of ‘giving out’?

25. Case Study – Great
Communications
The cafe is on a busy Glasgow street in one of the most
diverse communities in the UK. It is the first project of The
TinCat, Social Enterprise company set up to empower and
promote the integration of refugee and migrant women who
live in Glasgow. MILK is a cafe that provides a safe, supportive
community environment to receive employability support.
They offer individuals valuable opportunities to gain
appropriate skills, experience and confidence. While gaining
work experience both within the cafe and in its related
activities, individuals receive continuing support as they
prepare for moving on to other mainstream settings.

26. Case Study – Great Communications
Support includes help with English language, personal development,
form filling and interview skills. The cafe trading environment offers a
wide range of work experience and training including sales and
marketing, customer service, stock control, health and safety,
hospitality and IT.
MILK is also used by various local groups and individuals for meetings,
talks and pop-up events; the cafe has become a valuable community
resource.
They have an excellent website - http://www.milkcafeglasgow.com/ -
it’s very clear.
An active Facebook page with over 3,000 followers
https://www.facebook.com/MILKcafeglasgow/ and a busy events
calender and use hashtags #MILK #milkcafe #YCSA #popup
Enter awardshttp://www.integrationawards.uk/2016/06/06/milk-
cafe-glasgow/

27. Prepare to Communicate
Spoken word Written word
Speak slowly & clearly  
Avoid jargon and ‘official speak’,
communicate like a human !
 
Maintain normal volume 
Use short and simple sentences.  
Give the opportunity for questions
and clarification.
 
Use different words to express the
same idea.
 
Prioritise and sequence your
instructions.
 
Respond to expressed emotions.  
Be aware that people from some
cultural backgrounds may avoid
disagreement at the expense of
being honest.
 

28. Prepare to Communicate
 Learn a few words in the languages of the clients with whom you are
working.
 Use communication charts and other aids e.g. signage.
Communication Tools
Communication can take many forms, online and offline including:
 Word of mouth
 Website, blogs, video blogs, social media
 News stories in both print and broadcast media
 Press releases and press conferences
 Posters, brochures, and fliers
 Outreach and presentations
 Special events and open houses

29. Prepare to Communicate
Whether you are drafting a press release or preparing a
presentation, you need to plan your communication message
out so that you can effectively communicate your proposed
vision or plan. Follow the headings below to plan your message
in a clear and structured way.
1. Define/Refine Topic
2. Prepare your content
3. Develop Structure – frame the topic like STORY
4. Be Concise - Keep the language simple
5. Use Visuals to complement your words
6. Be Confident and Persuasive – use strong and impactful
words
7. End Strong – provide a clear take home message
EXERCISE 2:
Communication
Planning Exercise
Refer to Module Learner Workbook.
Source: https://www.slideshare.net/nathanvanderfordUKUKUK/7-steps-to-effective-communication

30. Prepare to Communicate
In any invitations to meetings or events (which could be written in more
than one language) or follow-up conversations, ask if there is a need for
translators, translated materials, sign language interpreters for the deaf,
large-print materials, or audio versions of materials.

31. Communicating and Diversity
Understanding Diversity:
Where Are You From?
Dr. Leeno Karumanchery, President and CEO of Diversity
Solutions Inc., explores some of the complexities involved
https://www.youtube.com/watch?v=IRc_7Xk-4is
EXERCISE 3:
Understanding Diversity
VIDEO
Refer to Module Learner Workbook.

32. How to Develop a Communications
Strategy
 A solid communications strategy can be critical to your
work, as it will serve as the framework that will help you
think through a whole range of challenges—whether it is
engaging new people to join your mission, building
awareness about your project, highlighting the need to
support, a call to get involved and good news progress.
 A strategic approach to communications and dissemination is
relatively straightforward. Developing a good plan that
powerfully connects your objectives with a dynamic set of
messages and tools is harder.
 Most of us have limited resources that we can allocate to
communications, more than € cost, it is about your time.
 Look for ways you can leverage existing activities to support
your work. Think about sources of supplemental funds that
might pay for you to implement some of the strategies you
set out.

33. How to Develop a Communications
Strategy
This section will take you through the 5 step
process of creating a communications strategy.
1. Set clearly defined Objectives.
2. Identify, prioritize and get to know your
audiences.
3. Create strong, clear messages.
4. Develop high-impact delivery tools (that
take your messages to your audiences).
5. Design and implement Evaluation
mechanisms.

34. Step 1. Set clearly defined objectives
Setting objectives is very important BEFORE you actually
start to communicate. Think through
 What do you hope your communications efforts will
achieve?
 What will be different as a result of your
communications work?
 How will it change people’s awareness, knowledge,
attitudes or behaviours about the issue you are talking
about?
Once you have clearly defined an objective, try to refine it
so that you can measure whether or not you have achieved
it. For example:
 General objective - Build awareness of the need for a
community café
 Measurable objective- Secure finance to conduct a
feasibility study to establish if a community café would
be viable
EXERCISE 4:
Establish one
general and three
measurable
objectives that
you want to
achieve within
the next 6
months
Refer to Module Learner Workbook.

35. 2. Identify, prioritize and get to know
your audiences.
Create a listing of your key audiences. In order to
achieve your objectives, to whom do you need to speak
or communicate? Which audiences will have the most
powerful impact on your ultimate goal?
Define that audience as precisely as possible then
prioritise them -which are the most important in assisting
you to achieve your objective(s). Spend time building
an understanding of your audiences.
 What are their biases and backgrounds?
 What are their values?
 How do they perceive you or your issue?
 What channels will reach them?

36. 3.Create strong, clear messages
Communications is all about storytelling, and making an
emotional connection with your presentation. Craft your
message that includes human interest citations, vivid
narrative, and intriguing images.
Position your objective or cause as a champion embarking on
a mission. Define the motives, risks, and benefits in terms of
that champion's journey to a better ending and a positive
outcome for your project.
A message or set of messages can serve as a building block for
all of your communications. Think about your objectives and
audiences. What is it that you want to say to these
audiences to convince them, to move them to action in the
service of your objectives?

37. 3.Create strong, clear messages
• It is often helpful to develop
an overarching message,
appropriate for many or all
audiences.
• Then, you can add sub-
messages needed to influence
particular groups.

38. 4. Develop high-impact delivery tools
Communications tools represent a wide range of mechanisms that
carry what you want to say to whom you want to say it. If your
goal is to reduce coverage or scrutiny of your organization,
identify specific methods for deflecting attention.
Detail how you'll spread your message. Describe the forms that
your messages will take and how they will be disseminated,
including details social media platforms, local, special interest
group or national press, seminars and workshops, direct mail and
listings, and PR.
• Which tools are the most influential on your target audiences?
Which are most leveraged across audiences?
• What activities are you already doing that might be amplified
for greater impact?
• Which activities might you be able to find outside funding to
implement (e.g. a training seminar/workshop)?
PR is one of the most powerful tools available to you.

39. 1. Get great photos of your project in action
2. Print & circulate an information leaflet for
the community in the theme of ... Did you
know ?
3. Tell your story, your community impact,
jobs, need for fundraising etc.
4. Invest in a newsletter template
5. Posters for post office, doctor’s surgeries
etc. Pop up banners are excellent
6. Run an open day event - offer something
back – a free something or other
PR - An excellent tool to get your
message out there

40. Get great photos of your project in action – be
creative. We experience first through sight, and then
are prompted to react according to how we feel about
what we see.
 Overview of websites for FREE stock photos -
http://www.raumrot.com/
 75 Free images from -
http://offers.hubspot.com/free-stock-photos
 Free pack of images each month -
http://deathtothestockphoto.com/
However, nothing beats your own authentic images.
Photos for PR (and marketing)

41.  Research the social media contacts of key
writers and journalists – Twitter is
particularly strong for media people
 Research what columns cover community
events, social innovation, enterprise and/or
human-interest stories.
 Find out what segments on TV or radio news
would do likewise
 Not only local – research nationally and make
a PR database list.
EXERCISE 5: PR RESEARCH EXERCISE
Refer to Module Learner Workbook.

42. A good press release
A good press release will answer the key questions:
Who
What
Why
Where
When
How
EXERCISE 6: DRAFT PRESS RELEASE EXERCISE
Refer to Module Learner Workbook.

43. A good press release
 A good press release should contain a quote from yourself
or am authority/informed figure
 Try and keep to one page with peripheral notes on the
end i.e. Notes to Editors
 Image is vital & reference same
 Write in short concise paragraphs
 Have a catchy headline
 Make sure to include key information
 Finish each release with
Ends
Date
For further information contact X at
Tel. XX
Mobile XXX
e-mail XXX

44. Share your Impact
 Storytelling should be at the heart of your
communications. It’s not enough to simply talk about
your cause; go one step further and show the impact of
your efforts
 Try creating a landing page dedicated to your cause, your
goal and your tangible impact. Share photos, narratives
and in-depth looks at the good you’re doing.
 Enter awards – get recognition and exposure for the work
you do.

45. 5. How will I know my
communications work is successful?
It is really useful to evaluate what is working and how.
What responses did you receive from individuals or media
organizations, etc
Identify ways in which your strategy can be improved for
future campaigns

46. Case Study – Vision Housing
Vision Housing helps ex-offenders get suitable
accommodation and provides on-going support once
released from prison. Set up in 2007, Vision Housing is
a London-based charity and social enterprise, and is an
excellent example of how stakeholders can work
together to reduce re-offending.
Their communications strategy has attracted the
attention of BBC Radio, the Community Channel and
Sky News. The Prime Minister has used them as an
example of the Big Society in action. They also won
the 2011 Centre for Social Justice Award, and in 2013
they won the Justice and Redemption Award for
‘people implementing innovative approaches to
existing work or developing new and alternative
concepts and models’.

47. Case Study – Vision Housing
Benefits from a Multi faceted communications strategy
 An excellent website – lots of content and resources and
is all about impact http://visionhousing.org.uk/
 Use of video
https://www.youtube.com/watch?v=54prkF51doY
 Regularly promotes it work through entering awards
http://visionhousing.org.uk/awards-publicity/
 Prominently shares it’s results -
http://visionhousing.org.uk/our-results/
 Humanises it work through the use of testimonials of
beneficiaries http://visionhousing.org.uk/testimonials-
2/
EXERCISE 7: VISION HOUSING RESEARCH EXERCISE
Refer to Module Learner Workbook.

48. Reduced to its simplest definition collaboration means
"to work together."

49. What is Collaboration?
 Collaboration is the process of two or more people or
organisations working together to realize mutual advantage.
 Options range from informal networks and alliances, through
joint delivery of projects to full merger.
 Collaborative working can last for a fixed length of time or
can form a permanent arrangement. What these options
have in common is that they involve some sort of exchange.
Collaboration is essentially;
• Fostering a positive collective attitude.
• Encouraging a new acceptance of ‘process’.
• Remaining enthusiastic and curious about new tools and
technology.
Source: https://gathercontent.com/blog/how-to-collaborate-
the-creative-the-practical

50. Collaboration in a Community
Setting
In the case of Enterprise in Interface, it could be a
springboard for economic development in a community or
region. When the right people are brought together in
constructive ways and with the appropriate information,
they are able to create powerful visions and robust
strategies for change.
It could also be used to promote greater civic participation
and involvement.
Collaborative efforts tend to be loosely structured, highly
adaptive, and inherently creative. By creating spaces where
connections are made, ideas are cross-fertilized, and
collective knowledge is developed, collaborative teams
generate rich opportunities for innovation.

51. One popular definition of
collaboration
In their book Collaborative Leadership, David
Chrislip and Carl Larson define the process as
"a mutually beneficial relationship between two
or more parties who work toward common goals
by sharing responsibility, authority, and
accountability for achieving results."

52. The process works best when
 Different groups or organizations with a vested interest depend
on each other in some way.
 Those with a stake in a problem have yet to be identified or
organized
 Some stakeholders have more power or resources than others
 Those with a vested interest have different levels of expertise
and access to information about the issue.
 The problems are often characterized by technical complexity
and scientific uncertainty
 Differing perspectives on the problems lead to conflict or
disagreement among the stakeholders
 Incremental or unilateral efforts to address with the issue have
been ineffective
 Existing processes for addressing the problems have proved
unsuccessful
Source: http://www.scottlondon.com/articles/oncollaboration.html

53. Forms of Collaboration
Some common varieties include:
 networks and coalitions—loosely structured alliances among
groups, organizations, and citizens that share a commitment to
a particular issue or place; and regional collaboratives where
local governments work together to promote economic
development and service delivery
 public-private partnerships (sometimes referred to as social
partnerships)—ad hoc alliances between otherwise independent
organizations that span both the public and the private sectors;
 interagency collaborations aimed at improving services to a
particular group or cause;
 online networks designed to link various civic, educational,
business, and governmental institutions within a community or
region;
Source: http://www.scottlondon.com/articles/oncollaboration.html

54. Planning who to collaborate with:
 Have we worked together before? How did it go?
 What commitments are we making to each other?
 What will happen if anyone fails to deliver on their
commitment?
 Will any of us be competing with each other? How can
we facilitate collaboration and knowledge sharing?
What kind of encouragement and support do we need
to provide for each other?
 What feedback loops do we need? If I/you have any
concerns, what’s the best way to raise them?
EXERCISE 8: COLLABORATION PLANNING EXERCISE
Refer to Module Learner Workbook.

55. Why is a tribe of community champions
so important?
Building on the concept of ‘tribes’ outlined earlier,
collaboration, commitment, connection hallmarks of tribal
life & work.
• Working alone particularly in a community setting is
very challenging without any resources to utilise but
your own. Finding your tribe means having a built-in
coalition of collaborators, a ready-made group to
provide support and encouragement.
• The tribe begins with you, believing and trusting in
yourself. From there, you attract your tribe. The seeds
you plant are what you’ll end up harvesting.
• Having a tribe of community champions around you can
make all the difference in which one you will do. Are
you working/surrounded by the right people for you? If
not, what can you do to attract your tribe?

56. Why Collaborate?
Collaborating with others can provide
you with the additional skills and
resources to do things that you couldn’t
achieve on your own. This could be
anything from developing a range of
training supports for marginalized groups
or gaining access to significant funding.
Getting collaboration right though, takes
effort and a culture open to change.
Collaborations require serious effort to
make them work.
Some people are natural collaborators,
while others may not be. Lets explore
this a little further…

57. Why Collaborate?
When you bounce ideas off someone, or lean on someone for
their ideas and critiques, you magnify your own abilities in
several ways.
Momentum: Someone else is supporting you to move to
the next step
Sources: You add more ideas to project, more
research, another lifetime of knowledge
Perspective: You see angles and flaws you would not have
seen yourself
Speed: You are able to work faster, identify the best
ideas more quickly
Decisions: A sounding board helps you talk through your
own decisions, understand your own thinking
more easily.
Validation: A good collaboration partner not only sees
the flaws in your work, but can help support
your best ideas and spur you forward in the
right direction.

58. Why Collaborate?
We know the saying - a
problem shared is a
problem halved.
Research shows that
discussing problems with
people in similar situations
reduces stress levels.
Problems don’t seem as
overwhelming when you talk
about them, and two people
are more likely to find a
solution than one.
Read more: www.dailymail.co.uk/sciencetech/article-
2548917/A-problem-shared-really-IS-problem-halved-Study-
finds-discussing-problems-people-situation-reduces-stress-
levels.html
“A problem shared
is a problem
halved”

59. Cindy White (entertainment designer),
once described the shifting roles that
great collaboration partners play for
each other.
“When you start coming up with great
ideas, you’re like a kite caught in a
creative wind and you just want to go
with it, get lost in it…fly free,” she
says.
“A great partner lets you soar without
drifting away. Sometimes they are the
wind that’s hoisting you up.
Sometimes they are the ones on the
ground, holding the kite string. We
need to play all of these roles for
each other.”
Source: http://www.flightofideas.net/Articles/Dynamic%20Duos%20-

60. What makes a
great collaborator?
How can
connections and
creative
collaboration
work for you?
Lets start by seeing
what it takes to be
a great
collaborator..

61. Starting with you - How to be a great
collaborator:
• You recognise that working well
together and sharing knowledge will
help achieve much more than what
each person could create on their
own.
• You approach collaboration with a
creative problem solver outlook
• You value diverse viewpoints, the
expertise of others, and
communicate well to get the job
done.
• You take pride in your own work and
are keen to develop your practice.

62. 1. Team focused. To successfully collaborate, you need to be a
team player and think about "we" rather than "I". A great
collaborator is mindful of shared goals and group success.
2. Generous. A great collaborator is willing to take the first step
and pitch in, even if they won't get the spotlight. Generosity
is also an incredibly desirable leadership characteristic.
3. Curious. Great collaborators are good at asking the right
questions. They don’t interrogate; they simply follow their
natural curiosity because they want to understand.
4. Appreciative. The best collaborators express sincere
appreciation for all that team members have contributed.
They’re not shy about expressing this appreciation and they
give credit where credit is due.
Top characteristics of a great
collaborator..
8
Source: www.samepage.io/blog/10-top-qualities-great-collaborator

63. 5. Listens to understand. Great collaborators listen
attentively to what is being said. But more importantly, they
listen to understand.
6. Gives and expects trust. More than anything, highly
successful collaborations are built on safety and trust. Great
collaborators help create and maintain that trusting
environment. They give their trust freely and expect to
receive trust in return.
7. Builds relationships; breaks down walls. Collaboration is all
about working together. Great collaborators see the value in
being usually well connected and work hard to build and
maintain relationships with others.
8. Diplomatic. The best collaborators are diplomats. They
know that relationships are built on mutual respect.
Top characteristics of a great collaborator..8
Source: www.samepage.io/blog/10-top-qualities-great-collaborator

64. Types of collaborators
Which one do you think you
might be?
9

65. The Ring
Leader
Types of Collaborators - Power Users
The Expert
The Socialite
Big ideas person,
discussion starter and
collaboration initiator,
lots of creative energy
Borderline geek, loves
trying and mastering, new
and innovative ways of
working
Natural storyteller
and connector, great
communication skills
and is used to social
conversations on
Facebook, Twitter etc

66. The Siloist
Types of Collaborators - Reluctant Users
The Dinosaur
The Skeptic
Enjoys working alone,
often reluctant to share
work in progress, likes to
hoard information
Creature of habit, not
keen on trying new
things, takes encourage
to embrace new tools
Can be very vocal
opponents to
collaboration, often focus
on the WIIFM (what’s in it
for me?) mentality

67. The Executive
Types of Collaborators - Purpose Driven Users
The Stealth
Ninja
The Taskmaster
Decision maker that is
driven by time, speed
and efficiency
Likes to lay low and
oversee without too
much involvement
Loves being organised, is
operational focused and
keen to get things done,
loves lists and action
plans

68. Types of Collaboration Activities
Collaboration activities can be categorised as:
 formal – a planned, clearly identified activity with
a set programme, location and time frame
 informal – a less-defined activity that does not
always have a set time frame or schedule of
activities within it; participants may join in just
for the enjoyment of the activity, not for the
purpose of achieving a specific goal ƒstructured –
has a set time frame and program of events
 semi-structured – has some structure to it but also
offers some flexibility
 unstructured – has no set structure to it; the
activity operates on a needs basis or in a
spontaneous way.
EXERCISE 9:
Community
Collaboration
Brainstorming
Exercise
Refer to Module Learner Workbook.

69. Community Connections
Networking and Collaborating to nurture
Inclusive Enterprising Communities

70. Networking - where to start
In Module 2 we looked at many formats of engaging an interface
community. We now look at the power of tapping into relevant
networks to advance your cause.
Can you make use of an existing network in your community?
An excellent example of a potential interesting network is the
branch organisation ‘Goede Doelen Nederland’ (Charities
Netherlands). In addition to advocacy, knowledge development
and services, Goede Doelen Nederland offers a broad platform
for meetings and exchange of knowledge. With networking,
meetings, trainings and workshops in various fields, knowledge is
further developed, experiences are exchanged and people learn
from each other. The organisation is a perfect place to meet
other people active for charities.
Check out their Website goededoelennederland.nl and
Twitter- https://twitter.com/GoedeDoelen_NL

71. Networking - where to start
Look for a group with a wide variety of relevant actors
that are appropriate to developing your cause: private and
public actors; mainstream and targeted actors/support
mechanisms providers; ethnic, migrant and native
entrepreneurs.
Engage and cooperate with local and national authorities,
such as local employment and social services, education
centres and others, ask them to help spread word of your
work and interest in developing your Interface project.
You can either join an existing group who may progress
your project as part of their work or it may be more
appropriate to establish a new group.

72. The UK organisation Brighter Futures Together has an excellent
toolkit to guide you through setting up a community group
 http://www.brighterfuturestogether.co.uk/brighter-futures-
together-toolkit/set-up-a-community-group/
To build more enterprising interface areas,
1. Organise regular events involving all actors.
2. Encourage the network members to participate actively in
networking and related events, as native network members
may also benefit from the marginalised entrepreneurs in
regard to their business ideas, potential partnerships, and
potential for investment.
3. Consult with the beneficiaries to understand what kind of
events would be useful for them. The sector of activity for a
specific entrepreneur might be very different to another, and
this should be taken into account when organising events or
training programmes.
Eu Commission Guide Book - Evaluation and Analysis of Good Practices in Promoting and
Supporting Migrant Entrepreneurship
Networking in your Interface
Community – setting up a new group

73.  Use your current connections to spread information about you or
your organisations support service by word of mouth throughout
their circle of contacts and acquaintances;
 Use Community Access Points that are preferred by the target group
to disseminate information and to organise small scale events about
entrepreneurial topics and support services offered. Some tried and
tested community access points include: schools and churches
EXAMPLE –When Local Enterprise Office Louth wished to recruit
participants for their Migrant Entrepreneurship course, they
approached church and faith groups and went to speak at their
gatherings.
Networking in your Interface
Community – extending your groups

74. Community
Connections – why
Network?
 Increased confidence - By
regularly networking, and
pushing yourself to talk to
people you don’t know
about your project, it will
help increase your
confidence.
This is an important
attribute as a community
champion, because your
success in changing your
community is dependent on
talking to people and
making connections.