Roles, Status, and Respect in Collective Impact: Why All Really Matter

 Whenever I'm talking with collective impact colleagues about the wins and challenges of their work, one theme emerges over and over.

If we in the collective impact biz had one unifying mantra it would be:

This work is hard.

 It's hard for many reasons but the most often overlooked reason that can really kill any effort straight out of the gate is not getting the relationships right.

While many want to immediately go to discussions of "action" or--god forbid--"data," the truth is that if you don't get the "people stuff" right from the very beginning, you'll build a culture that will inevitably implode because of the "people stuff."  What do I mean by "people stuff"--think HR on steroids.  Clearly defined and mutually respected roles, acknowledgment and planning for status shifts, and an expectation of respect in all relationships that follow in this collective effort should be the very first discussions had.

Let's break each down to understand why the organizational focus up front can save much heartache in the long run.

"Who says?": Roles and Responsibilities

The reality is that a collective impact initiative IS a brand new organization, whether you like it or not.  So, if you're not looking for thinking like an HR specialist and establishing the ground rules early, then do not enter this form of group work.  You will be miserable and you'll make everyone else you rope in miserable by association.

If you are convinced that collective impact is for you and your partners, then one of the first and foundational conversations should be finding agreement on the structure of how work will get done, including decision-making, priority-setting, communication, delegation, and conflict resolution (trust me on the last one...you need this in writing).  Ideally, all of your stakeholders should participate in this discussion and assent to the outcome so they own it equally.  If this feels like it could be a contentious process (not a good sign for the start-up CI initiative...yikes), hire a facilitator who is a neutral 3rd party to help work through the murky spots.  Do this in whatever way makes sense but DO NOT SKIP THIS STEP NO MATTER HOW PAINFUL IT FEELS IN THE MOMENT. Trust me when I tell you, that pain will dissipate while the pain of not doing this at the beginning will fester like cancer and it'll get ya in the end.  

Also, prepare yourself for the fact that good practice would be to renew this agreement once a year.  People change, priorities change, and work changes.  Stay ahead of it.

This goes double for those establishing a dedicated backbone and hiring staff.  Staff are not volunteers.  They should be given ample guidance in establishing goals, work plans, and performance expectations in line with what you want this backbone to achieve with a fair evaluation process delineated and shared ahead of performance evaluations.  They should be offered appropriate pay and benefits for their experience and their vision for the organization.  If you are not equipped to provide this, then don't hire people until you are.  The reason?  Well, let's talk about status.

"Because I said so": Check Your Status at the Door.

Let's go back to the original, foundational truth that the Collective Impact initiative is a new organization.  Why?  Because it means the status you bring in your current "day job" shouldn't work here.  If you expect to show up in this new, collective room with the weight of "Superintendent," "CEO," "Mayor," "Director," "Executive Director," and you have community members and employees involved in this organization, you kill any hope for change which, I assume, is the reason you're choosing collective impact as a method of organizing.  

If you expect people to treat you with the status and privilege your titled position "deserves," then you bring the old operating rules into a new organization...which sounds like you're just co-opting a new, fertile space for your own purposes.  Stop it.  The agreement has to be that this new organization will operate differently so that you will be able to create change together.  And yes, this means taking yourself down a peg...or not being mad when someone else does.  It also means that if you're used to being subordinate--answering to higher authority like a manager or boss--then in this space, you may be called to find your voice as a leader.  Regardless of the old rules, collective impact opens the door for rewriting some of the power dynamics that may be serving to create the current conditions that have drawn you together for change.

While this personal presentation of self is crucial, it's also imperative to remember that this expectation should be codified in organizational documents somewhere--a charter, a partnership agreement, a mission statement, whatever.  This is also a good place to establish over and over the roles and expectations for communication between backbone staff and partners if that's applicable.  

Why codify it?  

Entitlement and Miscommunication: For Whom the Bell Tolls

Writing it down, formalizing, and agreeing upon these rules for these relationships is critical if change is what you seek.  Why?  Because when the going gets tough, and it will, you have the rules there for traffic management, accountability, and new habit reinforcement.  Otherwise, when the going gets tough, everyone retreats into their positions of entitlement and "respect" and: someone's going to get fired, feelings will be hurt, lawsuits will be filed, friendships and partnerships will be crucified, progress will cease, goodwill will end.  

We have figured this out in all other kinds of organizational and business scenarios, yet when it comes to collective impact our instincts seem to rely on the overly idealistic assumption that everyone is in it with good intentions, will always do the right thing, will always be their best selves, and ultimately, will get along.

The reality is that they won't when the project ceases to be interesting, runs into challenges, or suffers unforeseen drawbacks.  In my experience, that phase began just about three months after the organization was created...and has lasted six years and counting.

Change is Hard.

Collective impact can get you there but you have to be willing to change yourself, your modus operandi, and your expectation that it'll be wine and roses to the finish line.  Has creating any kind of change ever worked that way.

Dulcius ex aspiris.