Why Regional? And Why Collabora�ve? There is no single “silver bullet” solu�on that will address all of our economic and community development challenges. But… A mul�faceted “silver buckshot” approach is how we can make real progress. Working together, we can accomplish more. Collabora�ve Leadership Why differen�ate Collabora�ve Leadership from leadership in general? What makes it unique and challenging? Collabora�on -- when two or more people or organiza�ons work Collabora�ve Leadership typically means… together to realize or achieve a • Leading Across Boundaries (such as organiza�onal, goal. cross-sector, poli�cal jurisdic�on, etc.) I.J. Marinez-Moyano • Leading Without Authority (or with narrow/limited authority) Think… Collaborate Only When Beneficial Slime Mold • S�cky, reddish jelly-like Collabora�on is hard work. It requires dealing with complexity stuff some�mes found under half-ro�en bark and is typically filled with frustra�on. It takes �me, effort, • Not really mold at all – energy and perseverance. rather a single-celled, amoeba-like organism So… • Most of the �me alone, minding its own business Don’t take it on unless the benefits outweigh the investments • But when resources get scarce (water, nutrients), (of �me, effort, resources, etc.) they join together/cooperate in a way that resembles a more complex organism that behaves as one…can actually crawl, move together to find Collabora�on is not a moral impera�ve. It is a business food decision. • No one element direc�ng the show • And, when water and nutrients are no longer Think slime mold. scarce, the cells disband and go their separate ways
Have in mind… Partnering Continuum 1. At least one (preferably two) organiza�ons / Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate en��es with whom you presently have a Competition No systematic Inter-agency As needed, often Organizations Longer term Fully integrated rela�onship. for clients, connection information sharing informal, systematically interaction based programs, resources, between (e.g. networking) interaction, on adjust and align on shared planning, partners, agencies discrete activities work with each mission, goals, funding public or projects) other for greater shared decision- 2. An organiza�on / en�ty with which you may not attention outcomes makers and resources have a working rela�onship presently, but you believe could be of value moving forward on a poten�al project. LEARNING Assessing Along the Continuum It’s all about Learning. If we knew all of the answers, then 1. Where on the con�nuum does your organiza�on's our only task would be to simply implement them. rela�onship with that other organiza�on lie currently? Each community has characteristics that make its 2. If that rela�onship were opera�ng at the next level (to the challenges and combination of solutions unique. right), what would that look like? What might that enable you to accomplish? We must Learn what works, so we can proceed to implement it, replicate it, and scale it up. Join with one or two others and share your thoughts – poten�al We must Learn what doesn’t work, so we can stop doing it benefits, challenges, whatever. and allocate our resources in other ways. Logic Model Inputs Processes Outputs Outcomes Resources, Strategic Helping small Number of Plan, Partnerships, businesses No. of jobs created; businesses Served, Values, No. of new Number of Contacts Marketing Vision, businesses started, or Service Hours, Staff Knowledge Etc. & Skills Connecting potential partners
Strategic Learning Cycle Logic Model with Learning Inputs Processes Outputs Continuous Outcomes Planning Resources, Strategic Helping small Number of businesses Plan, Partnerships, No. of jobs created; businesses Served, Values, No. of new Number of Contacts Deep Vision, Marketing businesses started, or Service Hours, Staff Knowledge Etc. Reflection Connecting potential & Skills partners Improvised Feedback Feedback Feedback Implementation Strategic Readiness: The Making of the Learning Organization Strategic Learning Cycle Don’t try to be a Lone Ranger and go-it-alone. We live in a VUCA world. Continuous Planning Originated in the US Military, it stands for... V olatile, U ncertain, C omplex and A mbiguous Deep Reflection It takes a TEAM . Speed of Learning Depth of Learning You need a team with complementary skills, Breadth of Learning connections and true representation. Improvised Implementation A team also provides support and mutual accountability. Strategic Readiness: The Making of the Learning Organization Vision that is Vision Sharing Ac�vity clear, compelling Think of the vision you have for your community (maybe something you’ve already been working on or perhaps a new idea) – something that you’re and shared. excited about and toward which you would like to inspire others – whether for them to work along side of you, volunteer, donate funds, or whatever.. Be able to share a compelling Vision in less than 5 minutes. (It may Pair up with someone whom you do not already know. Choose who will share/ be all the time you have to hook someone enough to give you more speak in this first round. time to get into the details) Share with the other in a way that will hopefully inspire. You have 3 minutes. Communicate the Vision in multiple ways (like meetings, one-on-one, emails, newsletters, social media) Listener: Offer construc�ve feedback… (1-2 minutes) • What inspired you? Be specific. Revisit the Vision at least once per month (for even the best • What may have been missing? What do you wish there had been more communication of vision needs to be repeated...again...and again) of/less of? Switch.
It’s not so much that we’re afraid of change or so in love Partnering Continuum with the old ways, but it’s Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate Trust that place in between that Competition for No systematic Inter-agency As needed, often Organizations Longer term Fully integrated clients, connection information sharing informal, systematically interaction based programs, resources, between (e.g. networking) interaction, on adjust and align on shared mission, planning, partners, public agencies discrete activities work with each goals, shared funding we fear…. It’s like being between trapezes. attention or projects other for greater decision-makers outcomes and resources It’s Linus when his blanket is in Turf the dryer. There’s nothing to hold on to. -- Marilyn Ferguson, American Futurist Control has to be Shared Recognize that you won't be successful on your own Loosening control / le�ng go ...not just for you, but also for those you lead Doesn't mean giving power to others so they can func�on without you. It means recognizing need for alignment and making decisions together...being able to act independently (within agreed limits) Purpose/Vision must be Shared ...Common Goal(s), but differing Objec�ves So, it's about Influencing and Persuading Culture Collabora�ve Leadership Insights Don’t let Culture eat your breakfast Culture trumps everything ("Culture eats strategy for breakfast" -- Peter Collabora�on needs a different kind of leadership; it needs leaders who can Drucker) safeguard the process, facilitate interac�on and pa�ently deal with high Culture clashes are the most commonly cited cause of the breakdown of a levels of frustra�on. partnership or collabora�on Understand your own culture; learn the culture of others David Chrislip, The Collabora�ve Leadership Fieldbook - A guide for ci�zens and civic leaders Get comfortable with differences Learn how to build on the strengths each has to offer and find best fit The basic task of the collabora�ve leader is the delivery of results across Co-create a new culture / the condi�ons in which progress can be made boundaries between different organiza�ons. They say "Ge�ng value from Diversity is to be Valued difference is at the heart of the collabora�ve leader's task... they have to • Don’t just accommodate diversity, embrace it/value it • learn to share control, and to trust a partner to deliver, even though that Use that diversity to find innova�ve solu�ons to problems that need a new partner may operate very differently from themselves." approach. • Look for where value might be created at the rough edges between the Archer & Cameron, Collabora�ve Leadership different cultures in the rela�onship
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