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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

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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Who was the leader?

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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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