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Leadership in NetworksLessons from The RE-AMP NetworkPRESENTED TO LEADERSHIP LEARNING COMMUNITY:Heather McLeod Grant, Moni...
Welcome, IntroductionsWho are We? What is Monitor Institute?Part consulting firm        … part incubator…         … part t...
Monitor Institute’s “Networks” Work   Consulting       Incubator         Think Tank                      Network of       ...
What Is a Network?             A group of people or organizations                 connected by relationshipsnetwork/ˈnɛtˌw...
ReAmp Network at a Glance•   Founded in 2003-04 with seed funding from The Garfield    Foundation and Rick Reed leading th...
Making the Case: 3rd Party Evaluation Findings                 86% of member organizations agree that RE-AMP              ...
Systemic Alignment = Accelerated Progress     = Policy Success         = Policy in Play
START BY UNDERSTANDING THE SYSTEMYOU ARE TRYING TO CHANGE.INVOLVE BOTH FUNDERS AND NONPROFITSAS EQUALS FROM THE OUTSET.DES...
DESIGN FOR A NETWORK, NOT ANORGANIZATION—AND INVEST INCOLLECTIVE INFRASTRUCTURE.                               9
NATL.                                                                                             The Commons             ...
CULTIVATE LEADERSHIP  AT MANY LEVELS.                       11
Many Leadership Roles in the Network                                                         Establishes first links to p...
Organizer/ Entrepreneur/ Evangelist (Rick Reed)                                                                 • Entrepre...
Lead Funder (Garfield)                      • Innovator: Had initial concept to test – wanted to   ORGANIZER/           ap...
Facilitators/Consultants (Many)                      • Systems Mapping: Scott Spann led initial process to   ORGANIZER/   ...
Network Coordinator/Staff (Distributed)                      • Network Coordinator:   ORGANIZER/  ENTREPRENEUR            ...
Elected Leadership (Distributed)                      • Steering Committee: Elected body comprised of   ORGANIZER/        ...
Different Leadership at Different Stages                                           Adapted from the work of iScale and    ...
Characteristics of Network Leadership             • Distributed and fluid: many people, many roles,               power no...
Challenges Faced by Network Leaders       Unlearning past behaviors                           Letting go of control,      ...
Implications for Leadership Development Work          • New Paradigm: Shifting from leadership as an individual           ...
Questions?Heather McLeod Grant, Monitor Institute       heather_grant@monitor.com          Rick Reed, RE-AMP           rea...
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LLC Webinar Series: ReAmp Case Study

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LLC Webinar Series: ReAmp Case Study

  1. 1. Leadership in NetworksLessons from The RE-AMP NetworkPRESENTED TO LEADERSHIP LEARNING COMMUNITY:Heather McLeod Grant, Monitor InstituteRick Reed, Garfield Foundation, Senior AdvisorDec. 6th, 2011
  2. 2. Welcome, IntroductionsWho are We? What is Monitor Institute?Part consulting firm … part incubator… … part think tankWhat is the Garfield Foundation? A Family Foundation using System’s Approaches to Achieving Sustainability
  3. 3. Monitor Institute’s “Networks” Work Consulting Incubator Think Tank Network of Network Funders 3
  4. 4. What Is a Network? A group of people or organizations connected by relationshipsnetwork/ˈnɛtˌwɜrk/― Noun (the what): a structural form for organizing― Verb (the how): to connect, spread, organize into a network― Adjective: connected, transparent, decentralized 4
  5. 5. ReAmp Network at a Glance• Founded in 2003-04 with seed funding from The Garfield Foundation and Rick Reed leading the charge• Desire to bring different nonprofits and funders together in a network to begin to change a system• Now comprised of 138 nonprofits and 15 funders across 8 states in the Midwest• Goal: to reduce global warming emissions 80% by 2050 5
  6. 6. Making the Case: 3rd Party Evaluation Findings 86% of member organizations agree that RE-AMP is an effective use of staff, time, and resources. 65% agree that as a result of their participation in RE-AMP they are using better strategies. 63% report that as a result of their participation foundations & advocates in the network have become better aligned, and advocates have become better aligned with each other. 92% of foundation members agree that their participation in RE-AMP is helping them make better funding decisions.
  7. 7. Systemic Alignment = Accelerated Progress = Policy Success = Policy in Play
  8. 8. START BY UNDERSTANDING THE SYSTEMYOU ARE TRYING TO CHANGE.INVOLVE BOTH FUNDERS AND NONPROFITSAS EQUALS FROM THE OUTSET.DESIGN FOR A NETWORK, NOT AN ORGANIZATION—AND INVEST IN COLLECTIVE INFRASTRUCTURE.CULTIVATE LEADERSHIP AT MANY LEVELS.CREATE MULTIPLE OPPORTUNITIESTO CONNECT AND COMMUNICATE.REMAIN ADAPTIVE AND EMERGENT—ANDCOMMITTED TO A LONG-TERM VISION. 8
  9. 9. DESIGN FOR A NETWORK, NOT ANORGANIZATION—AND INVEST INCOLLECTIVE INFRASTRUCTURE. 9
  10. 10. NATL. The Commons ENVIRONMENTAL Media Center ORGS. (Online) CAUCUS: Natl. Environmental ENVIRONMENTAL WORKING WORKING NONPROFITS Organizations GROUP: GROUP: ENVIRONMENTAL FUNDERS Transpor- Found- tation ations CAUCUS: Faith-Based WORKING Steering CAUCUS: Community GROUP: WORKING Midwest Committee ENVIRONMENTAL GROUP: Governors Clean NONPROFITS Synergy Coal Association Energy Committee ENVIRONMENTAL FAITH-BASED NONPROFITS COMMUNITIES WORKING WORKING NONPROFITS GROUP: GROUP: TRACKING M.G.A. ENVIRONMENTAL Global POLICY NONPROFITS Energy Warming Solutions Efficiency ENVIRONMENTAL CAUCUS: CAUCUS: NONPROFITS Rural Youth In-Person Learning & Meetings Progress Reports RURAL COMMUNTY Global Warming ORGANIZATIONSYOUTH ORGS. Strategic Action Fund 10
  11. 11. CULTIVATE LEADERSHIP AT MANY LEVELS. 11
  12. 12. Many Leadership Roles in the Network  Establishes first links to participants ORGANIZER/  Designs and oversees/ produces the process ENTREPRENEUR  Brings in other resources and facilitators as needed  Ensures flow of information and other resources  Provides initial resources for organizing the network LEAD FUNDER  Invests in network capacity building  Can be multiple people with formal and informal roles – help the group CONSULTANTS/ FACILITATORS organize and do their work  Tasks and consultants change over time  Facilitates the network use of technology to learn, coordinate, connect NETWORK  Organizes convenings COORDINATOR & STAFF  Connects people to each other  Manages network “administration”  Steering Committee ELECTED MEMBER  Working Group leaders LEADERSHIP  Caucus leadership  All represent the membership – leadership can emerge anywhereSources: Peter Plastrik and Madeleine Taylor, Net Gains (2006); Beth Kanter; Stephanie Lowell , Building the Field of Dreams (2007); White, Wenger, and Smith, Digital Habitats (2009)
  13. 13. Organizer/ Entrepreneur/ Evangelist (Rick Reed) • Entrepreneur: Initiated first convening, identified initial ORGANIZER/ participants and the “issue” to work on ENTREPRENEUR • Catalyst: Launched systems-mapping process for Garfield LEAD FUNDER • Exec. Producer: Identified network needs, brought in other consultants to facilitate at different stages CONSULTANTS/ FACILITATORS • Evangelist/ Weaver: Helped raise resources and bring other funders and nonprofits to the table NETWORK COORDINATOR & STAFF • Holding the Whole: Oversees evolution of the whole network, continually identifying new collective needs ELECTED MEMBER LEADERSHIP • Problem-solver: “Sees around corners” – spots problems and figures out solutionsSource: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)
  14. 14. Lead Funder (Garfield) • Innovator: Had initial concept to test – wanted to ORGANIZER/ apply “network” methodology to social problem ENTREPRENEUR solving on a big issue • Catalyst: Hired Rick Reed to act as organizer/ LEAD FUNDER entrepreneur on foundation’s behalf CONSULTANTS/ • Seed Funder: Provided ample “walking around” money FACILITATORS with few strings attached to get it off the ground NETWORK • Growth Investor: Continued to invest in collectiveCOORDINATOR & STAFF capacity building (facilitation, convening, etc.) • Weaver: Brought other funders to the table ELECTED MEMBER LEADERSHIP
  15. 15. Facilitators/Consultants (Many) • Systems Mapping: Scott Spann led initial process to ORGANIZER/ identify the problem and points of leverage ENTREPRENEUR • Network Development: Grove Consultants helped working groups identify strategic priorities; they continue LEAD FUNDER to facilitate whole-network convenings • Network Design: Ruth Rominger helped conceptualize CONSULTANTS/ FACILITATORS design of the network and apply theory to practice • Evaluation/Learning: Pete Plastrik and Chinwe NETWORKCOORDINATOR & STAFF Onyeagoro conducted first Network evaluation to identify successes and opportunities for improvement ELECTED MEMBER • Documentation/Dissemination: Monitor Institute LEADERSHIP codified learning from the network to share in the field
  16. 16. Network Coordinator/Staff (Distributed) • Network Coordinator: ORGANIZER/ ENTREPRENEUR • Staffs the Steering Committee, provides executive support for meetings (monthly and in-person) • Plans annual collective convening LEAD FUNDER • Produces and manages annual budget for network • Go-to person for Working Group leaders • Manages other staff CONSULTANTS/ FACILITATORS • Staff: • Half-time staff for each Working Group leader (co- NETWORKCOORDINATOR & STAFF located with WG leader’s organization) • Three caucus staff report to coordinator • Other staff distributed throughout structure and ELECTED MEMBER LEADERSHIP report to SC: Media Center; Commons; Learning and Progress
  17. 17. Elected Leadership (Distributed) • Steering Committee: Elected body comprised of ORGANIZER/ Working Group leaders, at-large leaders, experts ENTREPRENEUR • Working Groups: Primary mechanism for organizing LEAD FUNDER the group’s work; each WG elects its leaders • Caucuses: Other groups used to reach out and CONSULTANTS/ represent specific constituencies (appointed) FACILITATORS • Other: Leadership can emerge from anywhere in the NETWORK network at any time – “do-ocracy”COORDINATOR & STAFF ELECTED MEMBER LEADERSHIP
  18. 18. Different Leadership at Different Stages Adapted from the work of iScale and June Holley & Valdis Krebs
  19. 19. Characteristics of Network Leadership • Distributed and fluid: many people, many roles, power not concentrated • Spacious: radical democracy; leadership can emerge from anywhere at any time • Collective: group “brain trust” and intelligence • Committed: Deep buy-in and investment • Messy: Sometimes process-intensive; decision- making can take longer
  20. 20. Challenges Faced by Network Leaders Unlearning past behaviors Letting go of control, Continuing to engage (not reverting to messiness of process network participants organizational model) Decision rights; interface with outside world Sharing knowledge and Identifying and measuring collective learning impact/ network “health” Learning and leveraging new technologiesSource of images: Cut Throat Communications, Blog.com, Rutgers University RU FAIR, Kodaikanal International School, flickr
  21. 21. Implications for Leadership Development Work • New Paradigm: Shifting from leadership as an individual position to a collective behavior shared by many (leadership in networks) • Collective Capacity Investments: Consider investing in collective capacity building, not just individual or organizational development • Context: Leadership is imbedded in the context of an ecosystem of actors, and a whole system – not in isolation • Recruiting: The above will impact how you think about recruiting, and who you are developing • Competencies/ Evaluation: The skills you develop, and how you assess leaders is very different in a network • Other: What else?
  22. 22. Questions?Heather McLeod Grant, Monitor Institute heather_grant@monitor.com Rick Reed, RE-AMP reamprr@gmail.com To download the case study: www.monitorinstitute.com/reamp 22

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