CHAPTER SIX
Leadership for Collaboration: liberating possibility
Welcome to the final chapter! We have looked into so many dynamics of collaboration but now, let us stand back to explore some more what this means for leadership.
Many of you reading this are probably in leadership positions or will be one day. Or you are supporting leaders in some way. Everything we have presented so far depends on people like you and how you approach your particular leadership practice.
The letter I wish I had received from my predecessor By Adela Rusu, ex-director of The Federation of NGOs (FOND), Romania Dear Adela You are about to embark on a challenging, exciting and highly rewarding adventure leading a national network or platform. Here are some reflections and ideas from my experience, to help you on your leadership journey. Get to know and really listen to the members to understand who they are, what their expectations, struggles, aspirations, and abilities are and what they will be able to bring into the process.
Contact them and visit each one of them to learn more about their organisations. Try to understand the challenges and issues they face, their plans and priorities and their work environments as well as their personal doubts and fears. This will also afford them an opportunity to get to know you and slowly build trust. Do this first. Allow for all voices to be heard, all views to be expressed and all ideas to be shared. Listen for the voices of those people who struggle to express themselves and remember these are often the voices of those who can see the difficult issues better than anyone but may lack the confidence to raise them. Diverse contributions are essential for collaboration, so treasure those above all else. Do not judge or let the bigger, more resourced members dominate. Engage even the weak and struggling member organisations. Pay attention to what they can contribute, looking beyond the content input or financial resources, drawing on the range of useful assets in an organisation. This may be in their competence in communication, event organising, facilitation or financial management. Members are not only motivated by what the platform can offer them but by what they can offer the platform.
Chapter 6: Leadership for Collaboration: liberating possibility
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