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TRANSCRIPT
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Everyone Leads: Building the Culture for Collective Impact
Paul Schmitz @paulschmitz1
www.leadinginsideout.org www.collectiveimpactforum.org
Make a list of all the things you can do to create a really bad coalition? How can you create worst result imaginable?
Step 1
Have any of you seen any of the items on your lists before?
Step 2
“Culture eats strategy for breakfast” -- Peter Drucker
Step 3
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Common Agenda
Collective Impact Backbone Staff
Shared Measurement
Mutually Reinforcing Actions
Continuous Engagement
Leadership Culture
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Steering Committee
Common Structure
Strategy Workgroups Functional Workgroups
Policy Evaluation Funding 1 2 3
Includes chairs of all workgroups and others who bring expertise and/or credibility with various stakeholders
Clear Result, Population, Indicator(s)
Who are populations most affected
What are factors that support or impede result?
Target factors to develop clear strategies
Performance measures: How and when will you know?
Who all is needed to implement strategies
Results-Based Strategies
What is research base for factors? How are assumptions tested?
Which factors most influence result? Which factors can you influence most?
How much? How well? What contribution to result? When will you know?
How will organizations change, coordinate work, engage community to get to scale
Who creates, agrees to, and “owns” result? What is trend line on indicator(s)?
Be clear about who: how many people need to move, where are there disparities?
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Collective Impact Basics
Culture eats strategy for breakfast
-- Peter Drucker
When was the first time you stepped up?
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An action many can take, not a position few can hold
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Taking responsibility to work with others on common goals
2
Practice of values that engage commitment from others
3
Leadership
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Who was the leader?
An action many can take, not a position few can hold
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Taking responsibility to work with others on common goals
2
Practice of values that engage commitment from others
3
Leadership
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1 Asset-Based
3 Collaboration
2 Inclusion and Equity
5 Integrity
4 Continuous Learning
Practicing Values
1 Asset-Based
Practicing Values
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Asset-Based
ABCD
What are the stories we tell about our communities and the role of people in solving their problems?
Support work by community or do work with
community not to or for community
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Be Authentic, Fulfill Promises
Engagement Spectrum
Content Expertise
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Context Expertise
1 Asset-Based
2 Inclusion and Equity
Practicing Values
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Equity & Inclusion
Equity & Inclusion Targeted Universalism
1. Universal Goals 2. Disaggregate Data to
understand where groups are relative to goal
3. Identify structures that support
or impede each group 4. Target strategies to move each
group to goal
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Equity & Inclusion
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Mental Models & Ladder of Inference Take Action
Adopt Beliefs
Draw Conclusions
Make Assumptions
Interpret Meaning
Select Data
Observable Data
Family Faith
Neighborhood Community
Friends Life Experience
Teachers Classes Leaders Media
TV/Movies Music Books
Social Media
Chris Argyris , Harvard Business School and Peter Senge, The Fifth Discipline
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Equity Mirror
Whose voice is at or missing from our tables?
How do we engage the perspectives and leadership of those who are missing?
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1 Asset-Based
3 Collaboration
2 Inclusion and Equity
Practicing Values
Collaboration
TRUST
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Difficult Conversations 1. Balance Inquiry & Advocacy • “My Truth” to “my Perception,” • Blame to Contribution, • Intention to Impact 2. Share my story: • Walk up my ladder • Own my emotional and identity stakes
3. Listen to their story • Walk up their ladder • Ask questions, paraphrase back
4. Create a Bridge Story • Treat both stories as legitimate and
work on the difference between them in lower part of ladder
Difficult Conversations by Patton, Stone, Heen
• Meeting Culture
• Build relationships
• Roles, responsibilities, values
• Intentional and transparent process
• Name and negotiate interests
• Surface elephants in the room, difficult conversations
Collaborative Culture
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1 Asset-Based
3 Collaboration
2 Inclusion and Equity
4 Continuous Learning
Practicing Values
Continuous Learning
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Things I Suck At Interpersonal conflict
Patience Personnel management Patience with process
Details Administrative paperwork
Punctuality Small talk
Time Management Fundraising
Active listening Trusting my instincts
Delegating responsibility Making unpopular decisions
Staying attentive
Balance advocacy with inquiry
Listen with humility
Measure, learn, adapt
Fail forward and fast
Continuous Learning
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1 Asset-Based
3 Collaboration
2 Inclusion and Equity
5 Integrity
4 Continuous Learning
Practicing Values
Be true to your purpose and values,
accountable to those you work with,
and accountable to those you serve
Integrity
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Common Agenda
Collective Impact Backbone Staff
Shared Measurement
Mutually Reinforcing Actions
Continuous Engagement
Leadership Culture
An action many can take, not a position few can hold
1
Taking responsibility to work with others on common goals
2
Practice of values that engage commitment from others
3
Leadership
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Everyone Leads: Building the Culture for Collective Impact
Paul Schmitz @paulschmitz1
www.leadinginsideout.org www.collectiveimpactforum.org