1. Four Network Principles for Collaboration Success
Network Leadership Webinar
Four Network Principles for Collaboration Success
November 18th, 2015

2. AGENDA 2 Welcome and introductions
Review of Four Network Principles for Collaboration Success with Jane Wei-Skillern
Questions from Session 1
Additional questions from webinar participants
Closing 2

3. PRESENTERS & PANELISTS
Presenter: Jane Wei-Skillern Adjunct Associate Professor at the Center for Social Sector Leadership at the Haas School of Business, University of California, Berkeley
Moderator: Avery Cleary Consultant, Children & Nature Network Co-founder of the Bay Area Children in Nature Collaborative 3

4. FOUR NETWORK PRINCIPLES
Mission, not organization
Trust, not control
Humility, not brand
Node, not Hub 4

5. MISSION, NOT ORGANIZATION
Effective network leaders build strategies
that advance the mission, even when it
does not result in direct benefits to their organization.
Maximum impact is the goal. . 5

6. TRUST, NOT CONTROL What is critical for collaborative success
is building strong relationships among network partners.
Leaders depend on shared values and
trust rather than top down controls and accountability systems. . 6

7. HUMILITY, NOT BRAND enormity of the problems that they seek
Networked non-profits recognize the
enormity of the problems that they seek
to address.
By acknowledging their own limitations, leaders focus less on developing their competitive advantages and become
more open to learning and engaging
others in the field. 7

8. NODE, NOT HUB Building constellations rather than lone stars.
Deliberately catalyzing and leading
action-oriented networks aligned around
a defined shared purpose and foundation
of deep relationship. . 8

9. Mindset Shift: Shift from Organization to Network
Don’t worry, not time to get your eyes examined. Juxtapose two slides to illustrate a point. The slide on the left show HFHI’s traditional model. HFHI at center, others potential collaborators, organizations such as government, corporations, other NPs engage to the extent that they fit within HFHI’s model. Slide on the right, the way HFHE works, the issue, poverty housing, is at the center and the actors mobilize and engage without necessarily following a dominant organization or model. The participants work as peers, their resources and expertise are all viewed as equally important to addressing the issue. These diagrams are actually from 2006 planning documents from HFHI when it sought to bring some of HFHE’s approach into organization more widely. These two slides illustrate nicely the mindset shift required from being a hub to a node.
Static Role as Hub
Dynamic Role as Node 9

10. QUESTIONS RELATED TO FUNDING
How do we work with the perceived risk in working with the four principles in a competitive environment?
How do we attract investments and needed resources when our work may be less visible? 10

11. QUESTION RELATED TO AGREEMENT
Does success depend on several organizations agreeing to these principles of collaboration?
How do we work with organizations with more traditional leadership approaches that may not agree or feel comfortable with this? 11

12. QUESTION RELATED TO SUSTAINING ENGAGEMENT
What is the best way to start and maintain strong relationships with partners within the network — and bridge with members of other networks? 12

13. RESOURCES 13 Four Network Principles for Collaboration Success
Foundation Review 2013 Vol. 5:1
The Most Impactful Leaders You’ve Never Heard Of Stanford Social Innovation Review, September 16, 2015
Cracking the Network Code, Four Principles for Grantmakers
GEO (Grantmakers for Effective Organizations)
The Networked Nonprofit
Stanford Social Innovation Review, Spring 2008 
Funding Successful Collaborations
FSG Guest Blog, June 4, 2012 13

14. 2016 CHILDREN & NATURE NETWORK CONFERENCE
2016 International Conference
and Cities & Nature Summit
May 24th – 27th, 2016
Saint Paul RiverCentre Saint Paul, MN