From Partnership to Impact: Forging, Convening, and Funding Cross-Sector Collaborations

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FROM PARTNERSHIP TO IMPACT

– FORGING, CONVENING, AND

FUNDING CROSS SECTOR

COLLABORATIONSPresenter: David Styers

PRESIDIO INSTITUTE TWITTER: @PRESIDIOINST #XSECTOR 2

• Manager of Program & Business

Development at Presidio Institute

• Senior Governance Consultant for

BoardSource and Center for Volunteer and

Nonprofit Leadership

• Former Board President of the Council for

Certification in Volunteer Administration

and Volunteer Alexandria

• Former Senior Director at Points of Light

DAVID STYERS

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• Presidio Trust initiative located at historic

Fort Scott, a stunning 20-acre campus

overlooking the Golden Gate Bridge

• Provides transformational experiences that

inspire, encourage and empower leaders to

make positive impact in their communities

• http://institute.presidio.gov

• www.leaderosity.com

PRESIDIO INSTITUTE

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Leadership

LEADERSHIP


LEADERSHIP ISN’T THE SAME AS…

A POSITION

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MANAGEMENT



IMPOSING SOLUTIONS

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ZONE OF PRODUCTIVE DISEQUILIBRIUM

He

at

Time

Where Change Can Happen

Where Change is Avoided

Danger! Fear! Anxiety!

ZPD

Status

Quo

Fight

or

Flight

Adapted from Cambridge Leadership Associates

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Leadership

SECTOR


COMMON THINKING ABOUT SECTORS

Government

Nonprofit

Business

Tax-Code Designations Industries

Technology

Health Care

Finance

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Collaboration

CROSS SECTOR

COLLABORATION


THE INTEREST-BASED FRAME

Source: What Barriers? Insights from Solving Problems through Cross-Sector Partnerships

https://www.livingcities.org/resources/231-what-barriers-insights-from-solving-problems-through-cross-sector-partnerships

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CROSS SECTOR COLLABORATIONS

OFTEN FEELS LIKE


CROSS SECTOR COLLABORATION

SHOULD FEEL LIKE

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HOW CAN YOU TELL IF YOUR TEAM

IS COLLABORATING?

Source: Chris Thompson’s Regional Physics Blog

CO-BLAB-ORATION COLLABORATION

Focused on assigning blame

or taking creditFocused on outcomes

Stakeholders participate to

protect

Stakeholders participate to

generate value

Opinions rule Data is king

Talk exceeds actionActions emerge from

engagement

Informal process Intentional, rigorous process


SO WHAT IS CROSS SECTOR

LEADERSHIP?

• The practice of building alliances of individuals

working within and across sectors that together

have a role in solving a problem and achieving a

shared goal.

• This work requires people who can facilitate the

members of these alliances in confronting their

challenges, adjusting their values, changing

perspectives, and learning new habits.

http://regionalphysics.blogspot.com/2013/11/coblaboration-vs-collaboration-for.html

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CROSS SECTOR LEADERSHIP SKILLS


• How do we get to know one another as

people?

• How do we create space to understand

one another’s experiences, work, training,

and pressures?

• How do we build and maintain empathy for

one another and commitment to the work?

• How do we build the resilience to be able

to speak frankly without fear?

I. DEVELOPING TRUST

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THE STOKE


• Name

• City you were born

• City where you currently live or work

• One thing you like best about volunteering

A NEW WAY OF INTRODUCTIONS

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IDEATION: WHAT ARE YOUR TOP

WAYS TO DEVELOP TRUST?


Framing the Discussion

1. Position as an individual

2. Position of organization or community

3. Expertise

4. Charisma

5. Resources

II. MANAGING POWER DYNAMICS &

CONFLICT

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• What’s the source of your power?

• What's a time that you used it for good?

• What’s a time you could have used it more effectively? Or that it got away from you?

REFLECTION QUESTIONS


1. How can you use your power to enable those without (or with less power) to have an equal voice?

2. What’s worked? What hasn’t? What conflicts does it create and why?

QUESTIONS TO CONSIDER

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“I take it that everyone is in basic agreement about this decision?” Alfred P. Sloan, long-time president and chairman of General Motors, would say in a meeting. Everyone would nod yes. Sloan would replied, “Then I suggest we postpone the decision. Until we have some disagreement, we don’t understand the problem.”

NEVER SHY AWAY


THE BLIND MEN AND THE ELEPHANT

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1. Be open to new information, ideas, and ways of defining the problem and developing solutions

2. Develop and test hunches

3. Recognize that failure is necessary

4. Don’t be satisfied until ultimate goal is achieved

III. FOSTERING AN INNOVATION

CULTURE


• Missed more than 9000 shots in career

• Lost almost 300 games

• 26 times, missed game winning shot

• Failed over and over and over again

FAILFEST

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• Identify a story from your personal or work life where you tried to do something and failed

– Why did you fail (try and generate at least

3 reasons)?

– What did you learn from failing?

– Has this informed how you approach other

things?

FAILFEST


• What did the team members’ stories have in common? What makes failure feel less bad and more like learning? What could you commit to as a group to enable folks to learn together?

• How do you innovate in your program design, reporting, structure, etc.

FAILFEST DEBRIEF

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LET’S TALK!


• Is difficult and messy, but can produce more powerful solutions than silos

• Has a greater chance of success if you spend the time to build the team

• Has no recipe because it depends on the people – use your judgement and try things until you figure out what works best

CROSS SECTOR COLLABORATION

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IT WAS GREAT…

Thank you…

Let us know how the

Presidio Institute can help

you!

Phone: 415-561-4480 http://institute.presidio.gov/

1201 Ralston Avenue, San Francisco, CA 94129

From Partnership to Impact: Forging, Convening, and Funding Cross-Sector Collaborations

Government & Nonprofit