1. Network Leadership Friday, December 7 , 2018 ALF Silicon Valley
Jane Wei-Skillern
Center for Social Sector Leadership
UC Berkeley Haas School of Business

2. Today’s Agenda
10:00-10:40 Four Principles of Network Leadership 10:40-11:10 Q&A and Discussion 11:10-11:30 Break 11:30-12:00 Network Principles in Practice 12:00-1:00 Lunch 1:00-1:40 Peer Assists 1:40-2:00 Closing Reflections

3. Please stand up and stay standing if you’re currently involved in collaborations…

4. Please sit down if your collaborations feel like…

5. Please sit down if your collaborations feel like…

6. If you’re still standing…

9. Government Partnerships
Hotel/Holiday Partnerships
Sector Level Umbrella

10. “It was less important which organization was providing services, or in turn which organization got credit or recognition for doing so…as long as services were being provided to the visually impaired at a high quality on a sustainable basis.”
Geraldine Peacock, GDBA CEO

11. Finding a needle in a haystack…

15. HFHE Mission:
To eliminate poverty housing in Egypt
HFHE Challenges:
Tremendous need
Limited resources
Low brand recognition
Competition
Universal Dilemma: Lofty mission, severely limited resources relative to scale of mission

16. HFH Egypt
“We have an Egyptian proverb that I used in my methodology, which is that the basket that has two handles should be carried by two people. So I put this proverb in my mind and this is how I began to think to address this problem [of poverty housing in Egypt]” Yousry Makar, 2006 National Director, HFHI Egypt

17. Organization Strategy vs. Network Strategy
housing
education
economic
development
Networks
healthcare

18. HFH Egypt: Unprecedented Impact
Efficiency: Fastest scale up, Highest ROI
Effectiveness: Highest repayment rates, program synergies
Sustainability: Complementary programs, exit strategy

19. Networks can be vastly different but fundamentally the same…

20. Four Network Principles
Mission, not organization: Advancing the mission takes priority over advancing the organization. Leaders adopt strategies and tactics to achieve the mission, not solely to stimulate organizational growth.
Trust, not control. Trust and shared values are far more important than formal control mechanisms such as contracts or accountability systems.
Humility, not brand. Organizations work alongside their peers as equals and willingly take a backseat when their partners are in a better position to lead.
Node, not hub. Build constellations, not stars. Those who embrace the network mindset see their organizations as one part of a larger web of activity directed toward a cause, not as the hub of the action.

21. Mindset Shift from Organization to Network
Static Role as Hub
Dynamic Role as Node
Graphics courtesy of Marty Kooistra

22. Four Network Principles
Mission not organization
Trust not control
Humility not brand
Node not hub

23. Questions?

24. Is this the same as collective impact?
NETWORK LEADERSHIP
Strategy, structure and systems
Values, Relationships, Culture
Funder driven, top down
Organic, bottom up
New collaborations
Build on existing relationships in the community

25. Networks at Work
Reflecting on what impact you/your organization/partners are trying to achieve, what are some of the concerns that you have about building/supporting networks to achieve your mission?
Have you seen/experienced examples of these network principles effectively put into practice?

26. Four Network Principles
Mission not organization
Trust not control
Humility not brand
Node not hub

27. How do we move from theory to practice?

28. Peer Assists Present to Your Table:
What's something that you're working on (or wrestling with) right now that you could use some help with?
Respond briefly:
If you see a potential opportunity to help or coordinate actions, suggest resources, offer specific
support.
Discuss With Your Table:
Are there other opportunities to collaborate given what you’ve just heard?

29. What are your reflections on our session together?

30. Less of This
More of That

31. How can network leadership help you to achieve your goals?

32. A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.
-Lao Tze
ancient Chinese philosopher, 5-6th century BC

33. Interested in learning more?
Find: more articles, case studies, and resources at newnetworkleader.org Contact: