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Answers to Questions: Boundary Spanning Leadership Integrated with Network Development by Chris Ernst and Chuck PalusSubmitted by LLC Staff on Tue, 10/13/2015 - 09:04
Q: I get the "direction, alignment and commitment" elements of leadership, but I don't understand what (if anything) changes from traditional to networked leadership in terms of role clarity: who does what, when? (Ann Janette Rosga)
Response: There are two phases of realizing networked leadership. The first is creating awareness that all management and leadership is already networked as the natural order of things. The second phase is intentionally shaping those networks toward specific strategic purposes, as Juniper is doing. In this second phase, the strategic purpose is key in determining roles. In other words, start with the logic of what you are trying to accomplish with the network. Then, the shapers of the network (a few people who are themselves energizers, boundary spanners, and leaders) have the task of helping the key parts of the network determine how to achieve shared direction, alignment, and commitment.
Q: Would love more insight on cognitive differences and how that might be defined (Samir Mehta)
Response: In terms of the 5 boundaries identified in the CCL research – vertical, horizontal, stakeholder, demographic, and geographic – we include cognitive differences as well as any dimension of human difference as part of demographic. Interestingly, when we began the research, we were focused only on boundaries associated with demographics. As the research unfolded in organizations across 6 continents over a decade, we came to realize that many of the same underlying forces beneath demographics also were in play for vertical boundaries (associated with authority and power) or horizontal boundaries (associated with experience and expertise). In short, fundamental issues of identity is at the root of these boundaries in our organizations and communities.
Submitted by Miriam Persley on Fri, 10/02/2015 - 13:23
If you haven't already, we encourage you to read the "Non-Traditional Approaches to Developing Non-Traditional Leadership | The Complete Series." This series details modules that support non-traditional leaders.
Each article is linked below:
Submitted by Deborah Meehan on Thu, 10/01/2015 - 07:22
For this article we interviewed Creating Space design team member, Sheena Solomon from the Gifford Foundation. After all, who better to ask about why non-traditional leadership than a member of the design team?
Sheena was inspired to ask the question about non-traditional leadership and who is a leader because as she explained, “When I have conversations with everyday people doing extraordinary things they don’t see themselves as leaders although they are all about the community and they have followers and credibility. The community sees them as honest and they are trusted to speak for community.”
Submitted by LLC Staff on Thu, 10/01/2015 - 07:16
In May of this year, the Management Assistance Group’s Network Leadership Innovation Lab (MagLab) released a very inspiring evaluation report on its first iteration of an “ongoing program of dialogue, analysis, partnership, co-creation, and active learning to strengthen progressive movement leaders.”
As someone who is excited by all kinds of action learning projects (five of which MagLab spawned), I’m writing here to both recommend and briefly summarize this report for those of you who might not have time to benefit from its full 50+ pages.
GUEST BLOG: The Most Impactful Leaders You’ve Never Heard Of by Jane Wei-Skillern, David Ehrlichman, & David SawyerSubmitted by LLC Staff on Tue, 09/29/2015 - 22:17
Collaboration has taken the social sector by storm. Collective impact, social media, and other tools play important roles, ensuring that the right structures, resources, and technologies are in place for groups to successfully work together. But while these approaches have advanced collaboration in practice, we believe that on their own, they are insufficient for achieving transformational change. In the rush toward readily available solutions to social problems, we often overlook a powerful missing link.
In our research and experience, the single most important factor behind all successful collaborations is trust-based relationships among participants. Many collaborative efforts ultimately fail to reach their full potential because they lack a strong relational foundation.
The new leaders at the heart of some of today’s most sophisticated, large-scale solutions to the world’s social problems—network entrepreneurs—are undoubtedly some of the most accomplished leaders that you’ve never heard of, and they are ensuring that systems-level, collaborative efforts not only succeed, but thrive.
read more »
Submitted by LLC Staff on Tue, 09/29/2015 - 22:07
In my work with organizations around race, power and privilege, I’ve noticed a pattern. Sometimes we anticipate defensiveness on the part of white people in the group and plan our sessions to accommodate this defensiveness. I’ve begun correcting this pattern and setting goals more proactively. At the same time, I have become hyper aware that a primary reasons we’re doing this work is that people of color may feel unsafe, unsupported, and even silenced. I’ve been wondering how to make their needs a higher priority in the work. read more »
“My weariness is rooted in realizing how often starting the race conversation with white privilege automatically centers the experience of white folks.” Austin Channing Brown
Non-Traditional Approaches to Developing Non-Traditional Leadership: Learning from Early Learning Neighborhood CollaborativeSubmitted by Deborah Meehan on Fri, 09/18/2015 - 16:08
As the countdown continues to Creating Space 2015 we are shining a light on Grand Rapids, MI as we lift up the work of the Early Learning Neighborhood Collaborative, yet another innovative non-traditional leadership development approach to developing non-traditional leadership. We like to express our appreciation and send a big shout out to Nkechy Ezeh who took time to share their story. The short posts explains why the program was developed, who is being supported to lead, how they are supported and what we can learn from this model about leadership development.
The ELNC grew out of a need for increased access to Early Care and Education Programs. The years from birth to three are so critical that children from low-income homes may be at such a disadvantage that even if they are able to attend a quality preschool, they may remain behind more economically advantaged peers. To change this, the Early Learning Neighborhood Collaborative provides technical, developmental, and educational support to neighborhood partners in order to increase the accessibility of early educational resources for children in Grand Rapids.
Non-Traditional Approaches to Developing Non-Traditional Leadership: Learning from Detroit Parent NetworkSubmitted by Deborah Meehan on Fri, 09/11/2015 - 16:21
As we prepare to head to Detroit (and we hope you will be as well) we are really enjoying learning about interesting approaches to developing non-traditional leadership in the city we will be visiting. We are definitely going to the right place to learn about innovative approaches to leadership development. This week we are shining a light on the work of the Detroit Parent Network, a nonprofit organization that supports parents to make the Detroit area a better place to raise and educate children. Detroit Parent Network’s mission is to develop powerful parents (and primary caregivers) who are equipped to get the best education possible for their children.
Detroit Parent Network was founded in 2002 by a small group of parents and community leaders seeking to protect area children from instability in the economic and political climate by increasing and strengthening parent involvement in their homes, schools and communities. They established the organization to empower parents by: continuously strengthening leadership and parenting skills; building a better understanding of educational issues, laws, and policies; supporting parents in their efforts to identify high-performing schools, services, and programs for their children; and connecting parents to each other in a learning and support network.
Webinar: Self Organized Leadership in Networks: Lessons from Occupy Sandy and the People’s Climate March | October 21, 2015Submitted by LLC Staff on Thu, 09/10/2015 - 00:46
Join Us for Our Upcoming Webinar: Self Organized Leadership in Networks: Lessons from Occupy Sandy and the People’s Climate March
Wednesday, October 21, 2015 | 11am PT
Wednesday, October 21, 2015 | 11am PT
When Hurricane Sandy hit, a self organized network quickly emerged from pre-existing networks and new volunteers that resoundingly out performed traditional relief agencies. Why and how was this network able to do this? What does leadership look like in situations such as this that are complex and ever shifting? We will explore the nuts and bolts of self organizing, strategies for supporting such networks and how self organized strategies and leadership can be applied to your work on complex problems.
Webinar Recap: Boundary Spanning Leadership Integrated with Network Development | September 21, 2015Submitted by LLC Staff on Tue, 09/01/2015 - 13:51
Welcome back to our networks and leadership webinar series! We host this space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Our introductory webinar is archived here (slides & video).
Our presenter Chris Ernst is a four-way player: He is active in both research and practice of both leadership development and organizational network analysis. Chris is VP of Leadership and OE at Juniper Networks and a former senior faculty member of the Center for Creative Leadership.
We invite you to review an optional pre-read for this webinar, Bright, Shiny Objects and the Future of HR, (Harvard Business Review, July 2015), which puts this work at Juniper into a business HR context.
In this interactive workshop, Chris will shared how Juniper Networks is reimagining the way work gets done in networked organizations. Drawing upon the best-selling book Boundary Spanning Leadership, participants were able to:
- Identify five type of boundaries that limit innovation and the organizational practices to overcome them
- Experience a case study at Juniper, including what’s working and traps encountered
- Harvest ideas about how to put boundary spanning leadership and organizational networks into practice