Network Leadership: Lessons From the Field March …...Network Leadership Training Academy April...

Network Leadership: Lessons From the Field____________________

March 27, 2019

Dr. Danielle VardaCEO & FounderCo-Director CNS

Malinda Mochizuki, MPA

Dr. Robyn MobbsCo-Director CNS

Alex Derr

Dr. Paige Backlund-Jarquin

Sara Sprong, MPA

Michael Cooper

The Visible Network Labs/ Center on Network Science Team

Systems Evaluation

& Research

Network Leadership T raining Academy

April 15-17, 2019

Denver, CO

Network Leadership 2-Day Workshop

PART NER Demo

www.networkleader.org

Oct 8-9, 2019

Denver, CO

May 1, 10am MT

Online

Where to find out more:

www.visiblenetworklabs.com

[email protected]

@visiblenetworklabs

@VNetworkLabs

@visiblenetworklabs

WWW

The New Norm: The Network Way of Working

Build, Manage, & Evaluate Effective

Networks

Network Leadership: 7 Core Values

[email protected]

Please use with permission!

Perspective: A practitioner’s point of view



I would like to take this opportunity to acknowledge the traditional territories of the people of the Treaty 7 region in Southern Alberta, which includes the Blackfoot Confederacy - comprising the Siksika, Piikani, and Kainai First Nations), the Tsuut’ina First Nation, and the Stoney Nakoda (including the Chiniki, Bearspaw, and Wesley First Nations. The City of Calgary is also home to Métis Nation of Alberta, Region III.

thedestinywithin.blogspot.comPlease use with permission!

net·worknouna group or system of interconnected people or things.

so·cialadjectiverelating to society or its organization


“A system is a set of things –people, cells, molecules, etc. –interconnected in such a way that they produce their own pattern of behaviour over time.”

(psssst…. Networks are systems of people, and people are autonomous agents!)

Donella MeadowsPlease use with permission!

Collaboration:

“collaborative relationship involved the negotiatedrespective roles played by each partner in the relationship… what you are able and willing to do, over time

McKean et al, 2004


What is governance?


Accessed from: Growthbusiness .co.ukPlease use with permission!

“Governance is how society or groups within it, organize to make decisions.”

Institute on Governance, sapients.cogPlease use with permission!

Core ideas behind governance:

1. What is the decision making process?

2. Whose voice is included in decision making?

3. How is accountability structured?

Source :Institute on GovernancePlease use with permission!

“Good” Governance Addresses:Legitimacy and Voice

• Diverse participation, opportunities to participate• Consensus orientation – what is the best interest of the group?

Accountability• To whom? This differs depending on the organizations involved and the issue to be

solved.Transparency

• Depends on the free flow of information amongst those who need it.• Responsiveness – How do you respond to diverse stakeholder groups?• Effectiveness and efficiency – Suitable use of resources to make progress

Fairness• Equity – what does this mean in your context? Equity in relation to what?• Process & structures – are fair and enforced impartially

Adapted from UNDPPlease use with permission!

What is governance for?


FUNCTIONS FORM


…“Specifically, people are looking for governance models that will empower network members to engage in shared accountability, shared facilitation, and shared voice.”

If governance is about how to organize & decide: • Organize for what purpose? • Decisions about what?


What makes people feel empowered?


Key concept:People feel empowered & engage for different reasons, over time.

The governance process needs to fit that reality.


Empowerment to…?• Empower to collaborate• Empower to contribute• Empower to engage• Empower to continuously improve• Empower to think & care

Consider: If your network, collaborative, team or group did these would your chance of success increase?Please use with permission!

Trust is foundational for empowerment

How can governance build trust in order to empower?• Understand why people trust – or not• Find “proxies for trust”• Fundamental underlying notion of

safety

“Group performance depends on one behaviour that communicates one powerful overarching idea: We are safe and connected.”

- Daniel Coyle, The Culture Code


ImpaQ SolutionsPlease use with permission!

Governance should enable foundational principles; how you exhibit principles creates culture..

o Trusting: a focus on building trusting relationships

o Collaborative: shared responsibilities amongst the group to lead and contribute

o Participatory: many voices heard & opportunities to engage

o Authentic: planning, process and implementation are in-line with vision and purpose

o Transparent: access to information is shared, decision-making processes are known, status of actions is visible

o Adaptive: Revisions are encouraged based on learning, changes in the environment and people involved.

o Innovative: demonstration of leadership, perseverance and courage to push against conventional barriers to achieving progress.

“ ... I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Abraham Maslow's The Psychology of Science, published in 1966.

Types and levels of governance:


Example 1:

“The Tapestry”


Key Characteristics & Challenges:

Community based - ‘ground up’

Open participation

Loooonnnnnnnngggggggg history of past collaborative attempts

Competing interests & fragmented system

Loose ‘backbone’ support

Collaborative outcomes not funder driven




Note!

No hierarchy or formal reporting

requirements.

No formal ‘advisory.’


Governance solution:

Open, shared, loose governance was the proxy for trust and enabled engagement & empowerment.

“I believe you know what you are doing - and this is a place for you to do it, share it, and for us to build on it”


Example 2

“The Container”


Key Characteristics & Challenges

Reconfirm common vision & collaborative purpose

Leverage opportunities mostly in terms of coordination of services and scaling of innovations

Existing ‘action groups’ who were working on specific issues

Decision making needs and levels of authority were mixed

Goals and priorities driven by single major funder


Source of Contributions:

Executive

Community

Action Group

Staff

Executive Members+ Staff

Engages with an Action Group1. Complete Project Scope2. Complete Criteria

Diagnostic3. Project Plan

Scaling Criteria

Coordination Criteria

Systems Change: Advocacy & Funding

Scaling & Coordination

Yes

No

“Steers Through Contribution”

• $• Time• People• Internal org.

“Line of Sight”• Strategic

advice as needed

Action GroupImplements

Organizational representatives at AG and EM

levels.

EM

Preconditions:• Desire• Contribution Choice:

(better together than alone?)

Sample Governance Process


Governance solution:

Governance based around accountability & common goal was the proxy for trust and enabled engagement & empowerment.

“We all know what we’re trying to achieve, now we can govern around that.”


Example 3

The Trampoline


Key Characteristics & Challenges

Varying levels of collaborative capacity

Existing strong organizational mandates

Top leadership representation

Need for structures and process


Exploration Committee

Leadership and visionEngagement

CommunicationEvaluation

CoordinationProcess and workflow

managementFunding

Data

Government Relations

WorkforceDevelopment

Sector Identityand value

Exploration Committee member

Steering Committee

Task Team

Existing Network

Communication and engagement

Communication

Ongoing integration

Non profit voluntary sector

Other sectors, general public

ABNN NETWORK ANATOMY

March 1, 2019: Image continually evolvingPlease use with permission!

VisionABNN aspires to enhance the vibrancy and resiliency of our society, contributing to the quality of life and well-being of all Albertans by advancing the cohesive, pro-active, and responsive nonprofit sector in Alberta.

Purpose Statement An Alberta Nonprofit Network (ABNN) seeks to advance the cohesive, pro-active and responsive nonprofit sector in Alberta. ABNN sees an opportunity to: • Engage one another in defining and responding to systemic issues that impact the nonprofit sector in Alberta • Enable opportunities for collective action in response to strategic issues • Leverage learning and resources

Guiding PrinciplesInclusive engagement; Continuous communication; transparency; integrity; relevancy and authenticity; encouraging reciprocity,solidarity and shared interests; adaptive learning

Theory of ChangeIf ABNN catalyzes inclusive engagement, collective action, and communication to define and respond to systemic issues that impact the nonprofit sector in Alberta, the sector will have greater success at leveraging resources, responding collectively to strategic issues, and ultimately enhancing the quality of life and well being of all Albertans.

ABNN Governance Processes, Documents, and Structure

Exploration Committee member

Steering Committee

Task Team

Communication and engagement

January 29, 2019: Image continually evolving

Strategic Development Framework

Terms of Reference

Onboarding process

Theory of Change Outcomes Table

Scoping Form

Decision Tree

Terms of Reference

Embedded strategies• Funding• Engagement &

Communications• Rural• Learning & Evaluation

Guiding Documents:

3/27/2019Please use with permission!

Governance solution

Governance based on strong processes & structures - built on organizational ‘familiarity” -was the proxy for trust.

“We have a clear process, now we can work together to ‘prove the concept’ and get things done together.”


“With clarity comes confidence,With confidence comes commitment.”

Darrin Hicks

“With trust comes engagement, With engagement comes the opportunity for empowerment.”

Blythe Butler


Governance Success = Wisdom

The extent that a network enables increased levels of: Distributed Intelligence Caring Responsibility Resources Capacity Adaptability Understanding

such that the group “Sees what needs to be done, can do it successfully, without being told what to do” to address complex, dynamic, emergent social issues.

Source: Human Venture InstitutePlease use with permission!

Thank You!Blythe Butler

[email protected]


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