Acknowledging and overcoming barriers to working in networks

Network Reflections Part 2

Image description: a delicate spider’s web viewed through a chain link fence. Image by Wolfgang Eckert from Pixabay

There are some powerful structural disincentives that block most nonprofits from the type of deep collaboration and mutual support required for a powerful network. I list these to raise awareness, and I encourage all of us to reject these ways of operating and substitute new ones, as indicated in italics.

· Nonprofits are often forced to compete for funding. This process encourages each organization to differentiate itself from its peers and claim the superiority of its approach. We can begin to reject this and celebrate the work of peer organizations, propose collaborative projects, and share resources.

· The starvation cycle keeps nonprofits at the brink of collapse and understaffed at all times does not easily support taking on the extra work of network participation and trust building with partners. This is probably our biggest challenge as nonprofit leaders. Consider how you can prioritize relationship building and integrate life-giving connections with others who share your values and commitment to social change. Find new ways to tell the story of collaborative work to educate funders about its importance.

· Emphasizing data and outcomes drives organizations to keep their heads down and focus more narrowly on delivering results. Results of network and movement building are more difficult to quantify. Double down on storytelling and work together to identify and document the results of network collaboration, being sure to share the credit.

· Extraordinary leaders typically do find ways to participate in networks that advance their field, advocate for relevant policy changes, or coordinate services to benefit clients. In some cases, the network connection is dependent on these individual leaders, and when they move to a new organization, the connection to their former organization is broken. Invite others within your organization to join in network meetings. Talk about the coalition work you are engaged in with the staff team, making it more visible. As a part of leadership succession, think through how key network relationships can be handed off to others.

· The most powerful networks bridge across differences. This requires greater skill and more time for relationship building. Yes, and it’s worth it. Reflect on your commitments and challenge yourself to include bridging activities—especially those where you are sometimes uncomfortable—as a part of your portfolio of work. Expect to put more time into building these relationships.

All these dynamics may make network weaving more difficult, but it does not make it less needed. Staying in our silos and focusing narrowly on working toward known and predictable outcomes will not help us achieve the transformational change our communities need. As leaders, we can counter competitiveness, encourage collaboration, and build bridges. The work will feed us and create the change we are seeking.