Successfully transitioning your organization to a network mindset complete (1)

JUNE | 2015

@leadershipera #leadershipnet

Successfully Transitioning Your Organization to a Network MindsetPresented by: Beth Tener & Carole Martin

LLC anticipates the future and is a dynamic catalyst capable of creating a link from today’s issues in leadership development to tomorrow’s solutions.

(Donna Stark, The Annie E. Casey Foundation)

Network Research Application

LEADERSHIP LEARNING COMMUNITY

LEADERSHIP FOR A NEW ERAThe value of collective leadership networks is in their capacity

to solve problems quickly in an environment of uncertainty and complexity

(Watts, 2004)

Successfully Transitioning Your Organization to a Network Mindset

Presented By: Beth Tener & Carole Martin

TODAY’S PRESENTERS

The "From and To" of It

From…how our organizations have always worked to…

incorporating new ways of thinking and doing

The “It” = Network Mindset and Actions• What: Many different organizations

working in concert – and the mindset and work within each

• Who: Organizations, institutions, governmental agencies, corporations, foundations, individuals, etc.

• Why: To pursue a common, defined purpose

• How: As equal partners

Networks that Work, Second Edition Vandeventer and Mandell

Entering the Land of

the In Between

Board Governance

From: Work, Wisdom, Wealth

To a Starting Point of “We"

Adding new dimensions to board member selection:•Mindset of mission over organization• Brings a dense network of connections related to key mission-related priorities• Has a track record of building trust, being respected for working collaboratively• Comfortable usefully disrupting the status quo

Board Functions

To:• Asking generative questions• Factoring in at every turn how

to align, build upon, fill gaps – all based upon knowing what other organizations are doing and asking “what is needed from us in order for the system to succeed?”

• Thinking of governance as collective leadership

• Continuing to maintain fiduciary oversight

From:•Making decisions based primarily on sustaining the organization and fulfilling compliance duties•Raising funds to sustain the organization•Planning the organization’s future

Staff Leadership – Toggling Between Hierarchy and the Collective

FROM:•Narrowly focused expert whose measure of success

is solely organizational

TO:

• Belief in the value and effectiveness of connectedness and alignment

• Ability to see and contribute to the “larger system”

• Deep experience at leading through change, navigating conflict, facilitating team to success

• Relying on the really hard work of idea sharing, piloting, failure as a measure of success

Other Internal Areas of Adaptation

• Hiring Practices

• Job Descriptions Modified

• Performance Goals Altered

• Staff Evaluation Processes Shift (external collaborators weigh in!)

• Staff Meeting Agenda Design Changes …and so does long term planning!

Questions? bog

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We are used to working in traditional institutions and organizations.

Command & Control

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• Vision and mission• Strengths, weaknesses, opportunities, threats• Key goals• Action plan• Metrics

World out there

Us

Traditional Strategic Planning

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We are a participant in an ecosystem…

…creating conditions for the ecosystem to better self-organize for greater well-being

us

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Boston Green & Healthy Building Network

Created by Connective Associates for the GHBN (2007)

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New Members have blue labelsNon-Respondents have small labels

Very Well

Well

Somewhat

Knowing Each Other 2005

24Created by Connective Associates for the GHBN (2007)

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New Members have blue labelsNon-Respondents have small labels

Knowing Each Other 2007Boston Green & Healthy Building Network

Very Well

Well

Somewhat

Network

Networked ways of working generate many benefits.

Benefits

Learning & info exchange

“Small world” reach

Emergence of new ideas

Stronger relationships &

trust

Access & connect talents & skillsof community

Micro-collaborations

Greater political clout,

collective voice, aligned

messagesAlign work on shared goals

Connectivity

Aligning LearningTogether

Producing

Builds on work of: NET GAINS: A Handbook for Network BuildersSeeking Social Change, By Peter Plastrik and Madeleine Taylor

Collaborative action

• System understanding• Aggregate our knowledge• Peer to peer learning• Learn over time

Align & coordinate work

Connect & strengthen relationships

Dimensions/stages of collaborative work

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See the system

“Do what you do bestand link to the rest.”

- Jeff Jarvis

Collaborative learning & sense-making

Federation of mutual exchange

Create conditions for emergence

Leadership with a network mindset has a different orientation.

Organizational Leadership Network Leadership

Position and authority Role and contribution

Few leaders Everyone a leader

Control Facilitation and support

Small group in the know Openness and transparency

Directive Emergent

Planning Innovation and experimentation

Evaluation Reflection: action learning

Adapted from Network Weaver Handbook in Leadership and Collective Impact, Leadership Learning Community, Sept. 2012

Creating conditions for self-organizing

Old School

New School

Lead with questions not answers

What are the key areas in the system to shift to

achieve our goal?

?

Vision

?

How do we take the shared understanding of the system and DO SOMETHING potent with it?

Source: Jordan Lejuwaan

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The Art of Hosting

Liberating Structures

World Cafe

Open Space

Create a dense web of collaboration & connections

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• What is working well? • What is a current challenge?• Who can I connect you to?

Everyone is a network weaver

Close Triangles

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Community Earth Day planning

World Cafe

Thank you for your participation! Questions…comments?

www.ndcollaborative.comBeth TenerCarole Martin

www.carolemartin.org

Questions? bog

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