How can you build a giving network that promotes collaboration across sectors?

To create a giving network and accelerate and maximize the team's success it is important to clarify, align and execute shared goals. Transparency and communication are key ingredients. A culture of trust must be built that leverages ongoing communication and fosters a culture of collaboration. Individuals must commit to "understand vs. assume," value differences of opinion, get alignment on what's best for the organization and move forward. Individual and team defined metrics and accountability are also integral to success. Self, team, and cross-discipline evaluation is important. Lastly, incentivizing teams by providing shared credit where and when appropriate can increase and accelerate a giving network.

Can you build a giving network that promotes cross collaboration? I say Yes! But it's hard - like really hard. I've been a part of a few and from my experience the more successful ventures have a few key ingredients: 1. A crystal clear purpose - what are you trying to achieve that could can not achieve alone? Is this goal shared by everyone involved? 2. A specific definition of success - how will you know when you can collectively claim success? 3. Nimbleness - a plan never goes exactly to plan. There has to be willing to make adjustments. 4. Trust: Strong communication, transparency & compromise are critical. It would be easy to say "yeah, yeah, we know" but if you don't have trust across the team you don't stand a chance.

- Identifying Key Stakeholders - Clarify Shared Goals and Values - Networking and Relationship Building - Actively participate in community events, conferences, and meetings to connect with individuals and organizations from different sectors. - Engage in Joint Initiatives - Leverage Technology - Create a Platform for Dialogue - Highlight Impactful Stories - Establish Advisory Boards - Provide Recognition - Develop Clear Communication Channels - Explore Corporate Social Responsibility (CSR) Programs - Build Trust and Flexibility Trust is the foundation of successful collaborations. Be transparent, reliable, and adaptable in your interactions, fostering an environment where partners feel comfortable working together.

1. Foster collaboration through generous acts, create a ripple of reciprocity. 2. Promote varied forms for inclusivity and collaboration across sectors. 3. Build a giving network patiently, recognizing its vital role across diverse sectors. 4. Humble giving promotes equality, nurturing collaboration without hierarchy. 4. Encourage partnerships, leveraging unique strengths for impactful collective efforts. 5. Shared goals serve as a common rope, uniting contributors for impactful collaboration. 6. Vital communication, coupled with active listening, strengthens collaboration.

Starting a giving network is like beginning a road trip without a detailed map. You have a purpose and some goals, but the real understanding unfolds as you go. It's not about having everything perfectly planned from the start. In this journey, you learn by doing. The community's needs and challenges show up on the road, not on the map. Flexibility is crucial—being open to adjusting plans when unexpected things come up. What makes it personal is the people you meet along the way—the ones you're helping and those you're working with. Their stories shape the direction of your efforts. Listening to them guides the network, making it more relevant and responsive.

As you consider mapping giving partners for your network it is also important to not overlook unlikely partners. Perhaps there are partners in your own backyard that may not be considered a perfect fit for the giving network but is capable of adding tremendous value due to the some intrinsic goals that may bring about that alignment. The fun part of creating these giving networks is seeing how all the puzzle pieces fit together for the common good of our communities.

Once you've got your purpose in mind for the giving network, the next step is finding good partners. It's like picking teammates for a game. Look for partners who know their stuff and have connections in the areas you care about. Make sure they share your values and goals. You can use tools like stakeholder analysis and network mapping to figure out who could be a great match. It's like making a list of potential teammates and checking if they're on the same page. Think of it as planning a trip with friends. You want people who bring something special to the journey. So, when building your giving network, it's not just about getting from point A to B; it's about having the right people on board for the adventure.

The best way to find potential partners is join affinity groups. Research whether there are existing affinity groups in the area you would like to make grants. If you find that group, join it so you can network with other like minded funders for potential partnership.

Telephone. Research is valuable but also call and start with what you are trying to accomplish and ask for help in learning more and finding other resources. If you find one or two other like minded organizations the can help connect.

Collaboration & trust is often top-down. When leaders within an organization recognize collaboration and give their employees autonomy and agency to approach their work, it’s contagious. Leaders should find out what is important to their teams and find ways to invest in their growth, challenge them outside the comfort zone, recognize little wins and be willing to give AND take constructive feedback.

Trust is a two way street. Funders and grantees need to be open and direct about what they do and how. Grinding square pegs to fit into round holes is never ideal. The best final reports I have read from grantees are honest about success and failure. It makes me a better advisor to others.

An important ingredient to growing in trust and rapport is to have a long term focus! Be intentional on growing your givers hearts. Many time the easy route non profits take is the next giving campagne like Giving Tuesday or year-end. Nothing wrong with these. However, the established strong relationship will go much farther.

In my experience getting to know eachother more than just the surface or face value ensures a natural building of rapport and collaboration among partners.

As leaders in the giving network, sharing your personal stories is the shortcut to building trust. It's like opening up your travel journal, revealing your journey's highs and lows. This transparency shows you have nothing to hide, establishing a solid foundation for collaboration. By narrating your experiences, you showcase commitment and credibility, transforming into a trusted guide for the network. Connecting on a human level through shared stories creates camaraderie, turning leadership into a collective adventure.

One thing I found helpful is to discuss responsibilities with your partners. Picture it as shaping the current of your collaborative journey. Now that the trust is in place, it's time to formalize your partnership, defining the structure and governance of your giving network as it flows. Specify each partner's role and responsibilities in real-time, synchronized with the network's goals. Agree on decision-making processes, navigate through communication channels, swiftly resolve conflicts, and adapt your performance measurement systems. Use tools like contracts or partnership agreements to capture and ride the ever-changing flow of roles and responsibilities—a living document for a dynamic and harmonious collaborative effort.

Negotiating roles sounds more like combatants. Buy in and understanding are the hallmarks of a successful team every player should be clear on their roles and have the skill set to carry them out. In addition, the time line should be reasonable.

A collaborative partnership begins with mapping common goals and outcomes. Often it requires some sacrifice of autonomy, it is a giving relationship based on the strengths of the partners to achieve the greatest good, and it is the combination of collective strengths to benefit community. To be part of an effective and successful collaboration, whether formalized or not, requires giving away individual autonomy for the greater good of the philanthropic effort. It does not require a lessening of identity of the individual but intensifies outcomes because of collective strength.

It has been said, if you can't track it, it doesn't exist. Data and information helps validate the success of a program. It also helps to adjust those areas that need improvement. It should be clear nothing is 100% successful. All parties should understand the continual need for tweaks. If nothing is working, that is a separate conversation.

In my experience, the most difficult step is to dive into implementing and monitoring your activities. Once roles and responsibilities are clear, it's time to roll up your sleeves and bring your action plan to life. Collaborate with your partners, seeing their strengths and resources as a synchronized effort. Actively monitor and evaluate activities, tracking progress and impact in real-time. Use project management to ensure not only implementation efficiency but also maintain a high standard of quality and accountability. This hands-on approach transforms your plans into impactful actions, keeping the collaborative momentum strong.

Read ‘Measure what matters”. It can be as simple as improving data points and reporting structures and as complicated as developing a measurable goal setting process. (see OKR’s as a possibility!). Remember that failure only comes from two places: failure of finances and failure of execution!

Remember that working with people is not easy. And it is even more difficult when they are volunteer. When building up a giving network you will have to deal with different people and their idiosyncrasies. Have that in account.

Don't be afraid to reach out to people you don't know, but who work in a company you're interested in or do a role you'd like to know more about. Build your own network and then learn from them

In the world of disaster response and recovery, collaborations run the gambit of ultra-formalized to informal. You see the intra-collaborative response of multiple federal agencies governed by the Stafford Act to assist a state to assist a local jurisdiction, You see the injection of voluntary organizations who work collectively with one another and with government to help individuals and communities, and you see neighbors helping neighbors. All are collaborations, all are effective, and all go beyond self interest. When collaboration fails it is often a result of a lack of selflessness. When organizations posture, position, and self-aggrandize it is often “the least of these” that suffer.