I have previously emphasised that diversity is what gives network leadership (as an addition to traditional leadership) its potency. In turn, this generates more knowledge, better ideas, and solutions.
But how can we use it to our advantage so that our network is as effective as possible?
It is expertly broken down into four key components by the Network Weaver Handbook: intention, relationship, action, and support. Each component enhances and supports the others, enabling diversity to have a significant impact.
Intentional
First and foremost, the goal needs to be obvious. A group mobilised by formal institutions and working toward a common goal is a successful network.
Compare this to traditional leadership, where there is a clear figurehead to provide direction and guarantee that activities are executed in the direction of the desired outcome. Often, poor or inefficient performance is the result of a failure to communicate a comprehensive picture of the ultimate goal.
A clear purpose is even more crucial in network leadership because, in the end, network members can only hold one another accountable for contributions made toward this aim.
Relationship
The most effective networks will interact and build ties with people outside of the targeted demographic. particularly with those who are so critical to the network’s success.
By allowing in fresh perspectives, extending and fostering ties outside of the immediate network also enhances network health. Better relationships entail more mutual respect, trust, and, eventually, tolerance for diversity. enabling diversity’s transformative power to emerge.
Action
All too frequently, one person or a small group ends up doing the majority of the work in a dysfunctional network. Action must be self-organized by the network, with the network spotting possibilities and banding together to make things happen, as opposed to operating as a single entity.
Collaboration will increase if self-organization is promoted. The overall result is better.
Support
Networks require support to guarantee that communication occurs and actions are taken in keeping with the shared aim, as opposed to a typical organisation with a supervisor and departments. Maintaining accountability requires involvement and engagement, both of which are supported by communication.
I recently asked attendees of a network leadership webinar to consider how these four critical components were related to them. You ought to do the same; have you thought about how these factors can affect your networks?
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