The webinar is being presented by Professor Becky Malby and Liz Maddocks-Brown. Prof. Malby has experience in systems innovation, organizational change, and leadership development in both the public and private sectors in the UK and internationally. Liz Maddocks-Brown has over 30 years of experience in the public sector, especially leading organizational change initiatives in the NHS. The webinar will focus on what it takes to be an effective network leader, exploring topics like the roles and responsibilities of network leadership, facilitating peer relationships, and sustaining networks over time. Participants will be encouraged to ask questions in the chat box.

2. Who is presenting the
webinar today?
Liz Maddocks-Brown has over 30 years experience in the public and
commercial sector, as a senior manager specialising in business
management, organisational change, innovation and improvement learning
and development. Over the last 25 years, her career in the NHS has focused
on leading major organisational change at national, regional and local level,
both in provider and commissioning organisations. Working in the
Sustainable Improvement Team , NHS England, her current portfolio
consists of faculty and network development, accelerated large and small
scale event facilitation, OD consulting, capability building design and delivery,
leadership and board development, executive coaching and action learning
for senior leaders.
Prof. Becky Malby has a track record in systems innovation, organisational
change and leadership development, both in the UK and internationally, in
leading networks. Her experience is an unusual combination of leader,
manager, researcher, change agent and entrepreneur. She is known to be an
energetic and enthusiastic leader of change and a forward thinker. Becky has
a track record in organisational and leadership development in the public
sector, working primarily with the NHS and with local authorities in the UK
and Europe.

3. Support the delivery of
the
Five Year Forward View
Support the wider NHS
system to make
transformational
improvement
The Sustainable Improvement Team key priorities:

4. Reflects today’s unique health
and care landscape and
challenges
Provides a vital and
comprehensive round-up of all
the latest thinking, practical
approaches and tools to
advance large scale change
programmes.
Download the interactive pdf guide and executive summary, visit:
www.england.nhs.uk/largescalechange
Join the conversation #LargeScaleChange
Source4Networks and networks supporting sustainable large change
and improvement

5. Lead, champion and support the
effective use of networks to drive
improvement and transformational
change
Provide access to tools,
diagnostics, resources and expertise
to strengthen, improve and sustain
network impact
Support network leaders to
confidently lead their networks, in a
complex and ever changing and
challenging environment
Sustainable Improvement our Network specialism and focus

6. In Partnership with London South Bank University

8. The webinars will take place 15:00 to 16:00 (UK time) on the
following dates:
16 October 2017 What does it take to be a network leader?
27 November 2017 Creating value and impact in networks
11 December 2017Sustaining your network
https://www.source4networks.org.uk/resources/events/89-network-leadership-webex-
series
Network Leadership Webinar Series

9. Professor Becky Malby

10. The Webinar Content
:What does it take to be a Network Leader:
• Network leadership, how to do it, what to
pay attention to and how to transition
into being a Network Leader.
• We also explore the relationship
between network leader and members
and wider stakeholders.

11. The Context for Networks

12. Transitions and Challenges
From To
Individual Population
Increase Access Reduce Demand
Consumers Partners
Hunch Evidence based decision-making
Top Down Self-managed teams
Hierarchies Networks
Expert Learning

13. What are you curious about
today?
Respond on your own in the chat box

14. How Work Gets Done –
Organising

15. • Deterministic
• Tame
• Standardised/ replicable
Hierarchy
• Cooperative structures
• Peers – reciprocity/ exchange
• Innovative/creative
• Knowledge function core
Network
• Complex/ Wicked
• Adaptive collective responses
• Intended and unintended consequences
• Temporary – issue based
Adaptive

17. Networks:
• Clarifying shared purpose (what
can we only do together that we
can’t do on our own)
• Equal peer relationships based on
generosity and reciprocity
• Requests and offers (not
necessarily on the same issue)
• Actively seeking diversity
• Clear rules of engagement
(membership)
• Peer working and review
• Member resourcefulness and
mutual trust
• Trying things out iteratively
Useful For:
• Generating creative and
innovative solutions
• Rapid learning and
development
• Amplifying the effectiveness
of individual members

19. How Work Gets Done –
In Networks

21. The distinctiveness of Networks
lies in:
• Their ability to be innovative and creative and their
reliance on diversity
• The distribution of power and leadership across
members
• Reciprocity and exchange as the defining relationship
between members based on mutual interest around a
common purpose
• Fluctuations in their member engagement and impact
• Their adaptability to survive and thrive
• The centrality of the knowledge function

22. Difference between Hierarchy
and Network Leadership
Hierarchy
• Position, Authority
• Individual
• Control
• Directive
• Transactional
• Top Down
Network
• Role, Behaviour
• Collective
• Facilitative
• Distributed
• Relational / Collective
• Peer

23. Network Leadership is:
• Facilitative
• Distributed
• Democratic and inclusive
• Whilst making the most of difference for creative ends.
Networks need to be managed but in collaborative,
non-hierarchical ways.
Leading in Networks

24. Networks Work When:
• There is clear shared purpose and identity
• They are creative and innovative
• They meet member needs
• They are supported by adapted leadership
• They have strong relationships and ties
• They generate helpful outputs

25. Key Questions for Network Leaders:
• Are members engaged?
• Are members’ preferences and needs reflected
in the network’s activity?
• Are the relationships truly reciprocal?
• How is the collective purpose changing over
time?
• How is the network assessing its impact?
Network Leaders need to focus persistently on
purpose, membership and impact

26. Network Leadership Requires:
• Brokerage & Spanning boundaries
• Working with knowledge
• Maintaining a constant dialogue with members of the
network & Facilitating peer relationships
• Modelling transparency, commitment and mutual
respect
• Good negotiation skills and being comfortable with
conflict and difference
• Ability to handle ambiguity and uncertainty
• Able to act as teacher/mentor

27. Networks Fail because of:
• Fails to reach common understanding across members of
purpose and direction
• Institutionalisation,
• Mistakes in initial design
• Over-management cementing relationships and structures
that need to be dynamic and evolving,
• Over expectation of network member’s willingness or
ability to collaborate which damages creativity of the parts
• Predicating some members over others
• Constraining network member’s independence
• Not recognising when leadership needs to change / rotate
• Lack of impact in terms of network member’s purpose

28. What does a Network Leader do?
Key Roles:
 Facilitates relationships – secures other leaders
 Knowledge management – filtering
 Communication – amplifying
 Catalyses and enables impact
 Plans for sustainability or demise

29. Roles in Networks
Arena M et al (2017) How to Catalyze Innovation in Your
Organization. HBR Summer 2017 June 13.

30. Facilitates Peer Relationships
• Creates conditions for diversity to be valued and
conflict to be useful
• Connects members to each other
• Designs network meetings based on dialogue

31. Knowledge Management
 A network needs data, information and intelligence
around which to work and learn.
 It will generate new knowledge around the learning
focus and the structures and processes that
support it.
 A network leader will be proactive in identifying and
accessing knowledge sources within and beyond
the network.
Andrew Constable 2016

32. Knowledge Management
 How will participants in the network know where and how
to access information?
 Who will decide what is relevant or appropriate or
accessible?
 How will new data, information and intelligence come into
the network?
 How will you ensure that everyone in the network has
access to the information?
 Who will decide what to share and how? Who will quality
assure?
Andrew Constable 2016

33. Communication
• Securing a process for generating collective
intelligence in relation to purpose
• Generating a brand and messaging to secure visibility
externally
• Providing a platform for members to access each
other
• Acts as interpreter – credible with diverse members
“Rather than coming up with a comprehensive plan or strategy at
the outset, networks tend to thrive on constant, dynamic
iterations based on changes in context and new knowledge that
develops through action. So, developing mechanisms for regular
‘in-course adjustments’ to keep action relevant and fresh is a
crucial leadership task.”
Murray Anderson-Wallace”

34. Catalyses Impact
• Secures processes for capturing impact
• Enables the visibility of impact
“Networks shouldn’t fear the instinct to follow their nose
and their drive for change. It’s the fundamentals that
matter: know what you’re trying to achieve and how you’re
going to measure the impact you’ve had. Without this, how
do you know you’ve done what you set out to do? And how
do you convince others of the value that your network
brings?”
Ginny Edwards

35. Sustainability
 Sustainability is secured through effective member
participation, securing impact and securing
resources.
 The latter requires the considered attention of the
network leader and a sub group of members
NCL - Leading Networks Leading the System

36. NL Practices
• Ways of exploring, promoting and expanding existing common
ground for action
• Emphasising what can be achieved together even though different
power, knowledge and purposes (as well as similarities) might be
present.
• Making the connections between ‘talk’ and the consequent individual
and collective actions, more publicly accessible and locally
coherent..
• Bringing to collective attention the interdependencies of
stakeholders in complex work and learning communities.
• Devolving formal ‘rule-making’ to reflect the ‘real’ distribution of
power and knowledge in a complex community of practice,
harnessing local know-how to inform practice developments.
• Warranting movement, speed and local action to balance stasis,
caution and bureaucratic consensus.
• (Malby and Anderson Wallace 2016)

38. Leadership Over Time
“A change in leadership style is often required
between the early stages of setting up a
network and leading a more established or
mature network. The former needs an
enthusiastic, energising approach to get things
off the ground, and to mobilise others. But the
latter is about facilitating and supporting other
network members, and responding or adapting
to emerging needs and opportunities.”
Andrew Constable

39. Maturity Matrix - Network Leadership
• Leadership is shared seamlessly between several members, who
have time and support to carry out the role effectively.
Level 5
• Leaders are engaged and have the requisite skills and dedicated
time to fulfil the role. A core team of committed participants
supports the facilitation and leadership activities.
Level 4
• The network has a credible leader/ facilitator in place, with
dedicated time available for the role. Other members of the
network support the leader informally.
Level 3
• A leader or facilitator for the network has emerged or been
appointed, but with little or no dedicated time. Response to
events and requests is mixed, usually coming from a small sub-set
of the network.
Level 2
• The network continues to bump along without clear leadership,
operating on the best endeavours of a few. Participation a spare-
time activity and responsiveness is somewhat hit-and- miss.
Level 1

40. Which Level are you?

41. Our Top Tips:
• Ensure that opportunities for members to get to know each
other personally are maximised
• Regularly do work to reveal expectations.
• Consensus should not a pre-condition for action
• Create a minimal design for your network.
• Recognise that networks form and reform continually in a
dynamic way.
• Remember that networks ebb and flow.
• “Breaking down barriers” is a fallacious aim.
• Remember that networks are not things that we create,
• Carefully consider and understand the relational dynamics
of your network.

42. Dr Miranda Wolpert
Miranda’s tips for network leaders:
• You’ll go down a lot of blind alleys, and that’s OK.
It’s good to model failure and to show that it’s not
a big deal.
• Resist being over-ambitious. Be very clear about
what is needed from your network.
• It’s the people that matter – not the perfect
website. So don’t put too much faith in technology.
• Communicate, communicate, communicate.
People will come in and out of the network, their
attention will peak and wane, they will forget
things. You cannot communicate enough.
Director Evidence Based Practice UCL

43. Our session today

44. Any Questions
?

45. Actions
• Register
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• Webinar sign up: http://www.source4networks.org.uk/webinars
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46. R.Malby@lsbu.ac.uk
l.maddocks-brown@nhs.net
Rob.cockburn@nhs.net
www.source4networks.org.uk
ThankYou
@Source4Networks
#S4N