Working in networked ways is fundamentally different than traditional ways of working. Organizations can commit to a network approach yet not fully realize all the pieces and behaviors needed to make it actually work. Carole Martin and Beth Tener will share their insights as coaches/facilitators with a wide range of social change network initiatives. They'll explore what they have been learning about which networks get traction and grow and which ones stumble, related to these themes: What does organization readiness to embrace the network approach "look like"? How do board and staff members organize their time, priorities, and mindset differently? How does leading look different both within and outside your organization? What are some key pitfalls and lessons learned that you can keep in mind as you design for a more inclusive, joyous and connected way of working? If your organization is pursuing networked ways of working, considering going this route or are on your way and hitting some bumps in the road, this will be a helpful conversation to participate in and invite in colleagues who are still learning.

1. JUNE | 2015
@leadershipera #leadershipnet
Successfully Transitioning Your Organization to a
Network Mindset
Presented by: Beth Tener & Carole Martin

2. 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

3. LEADERSHIP FOR A NEW ERA
The value of collective leadership networks is in their capacity
to solve problems quickly in an environment of uncertainty and complexity
(Watts, 2004)

4. Successfully Transitioning Your Organization to a
Network Mindset
Presented By:
Beth Tener & Carole Martin
TODAY’S PRESENTERS

5. The "From and To"
of It
From…how our organizations
have always worked
to…incorporating new ways of
thinking and doing

6. 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

11. Entering the Land of
the In Between

12. Board Governance
From:
Work,
Wisdom,
Wealth

13. 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

14. 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

15. Staff Leadership – Toggling Between
Hierarchy and the Collective

16. FROM:
• Narrowly focused expert
whose measure of success
is solely organizational

17. 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

18. 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!

19. Questions?
bog

20. 20
We are used to working in traditional
institutions and organizations.

21. 21
• Vision and mission
• Strengths, weaknesses, opportunities, threats
• Key goals
• Action plan
• Metrics
World out there
Us
Traditional Strategic Planning

22. 22
We are a participant in an ecosystem…
…creating conditions for the ecosystem to
better self-organize for greater well-being
us

23. 23
Boston Green & Healthy Building Network
Created by Connective Associates for the GHBN (2007)
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New Members have blue labels
Non-Respondents have small labels
Very Well
Well
Somewhat
Knowing Each Other 2005

24. 24
Created by Connective Associates for the GHBN (2007)
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New Members have blue labels
Non-Respondents have small labels
Knowing Each Other 2007
Boston Green & Healthy Building Network
Very Well
Well
Somewhat

25. 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 & skills
of community
Micro-collaborations
Greater
political clout,
collective
voice, aligned
messages
Align work on
shared goals

26. Connectivity
Aligning
Learning
Together
Producing
Builds on work of: NET GAINS: A Handbook for Network Builders
Seeking 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

27. 27
See the system
“Do what you do best
and link to the rest.”
- Jeff Jarvis
Collaborative learning & sense-making
Federation of
mutual exchange
Create conditions for
emergence

28. 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

29. 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?

30. Source: Jordan Lejuwaan

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The Art of Hosting
Liberating Structures

33. Create a dense web of collaboration &
connections
33
• 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

35. Thank you for your participation!
Questions…comments?
www.ndcollaborative.com
Beth TenerCarole Martin
www.carolemartin.org

36. Questions?
bog

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