How to collaborate effectively on societal issues


From these experiences I have distilled eight lessons to give collaborations between business, government and social sector a better chance of success. As an audience to share these lessons with, I have those leaders in mind that are about to start or already have started their multi-party cooperation journey. In my view, these lessons are valid for all kinds of collaborations, whether these are formal, informal, ad hoc, short-term or structural collaborations:

1. If possible, let a neutral party, such as a government agency, take the lead. Positioning determines the success and growth potential of the collaboration. Especially which organizations and high-ranking and/or effective people lead a collaboration determines its success and the willingness of other organizations to join.    
   
   
2. Choose an inclusive and transparent way to set up a strategy. Such an approach potentially increases quality, involvement and chances for better results. Setting up and executing societal strategies should not be an ivory tower exercise. Beneficiaries are the target group of the initiative. Involve a representation of them (at least one person, preferably more) in determining and monitoring the progress of the strategic course. And keep them informed of the progress. In addition, organize regular feedback. In the above matters, plus in determining the level of ambition, goals, strategies and activities, input from a variety of individuals and departments within your own and other organizations must be ensured.
   
   
3. Be at least reasonably certain that a chosen societal topic fits with the mission and identity of your own organization, and the interests and wishes of stakeholders. Only then the collaboration can be sustained for several years and would it have a good chance of sustainable support (see also point 4). So, prepare for a multi-year collaboration. After all, a social challenge is usually not solved in one year. Short sprints are recommended, to quickly learn what works and what does not work, to exchange experiences and make adjustments.
   
   
4. Ensure that the enthusiasm for the collaboration will be shared broadly within your own organization. Initiatives are often initiated by directors with a shared vision. My advice to them would be to ensure that the commitment to the collaboration within your organization does not depend too much on your own leadership. In the latter case, the enthusiasm may evaporate quite quickly after you leave the organization.
   
   
5. Focus on action through agreements in advance. Action is more important than talking power. Every partnership should be performance-oriented, with the benefit to the ultimate beneficiaries as the most important benchmark. Specify and monitor the real contributions of each organization, in terms of impact, outcome, output and activities, or/and monetary input. Hours contributed converted into money (monetized time)? That’s possible. Dare to be critical though and focus on results. Provide a structure with clear responsibilities and commitments (‘RACI’). With multi-directional communication, so that everyone’s knowledge is used and people continue to feel heard and valued. This provides the necessary energy to achieve ambitious goals.
   
   
6. Focus on action through culture. The energy level within the collaboration must be high. To achieve this, those involved must feel safe to speak up, to try things and to fail. A culture of mutual, proactive support is desirable, between individuals and across organizations. This creates the right conditions for initiatives at various levels, for good coordination and for an efficient conversion of deliberation into action. Furthermore, a culture must be created in which trust, progress and perspective ensure good team spirit. There will always be a certain level of tension and competition for positions, recognition and work. However, collaboration must clearly prevail, otherwise energy, motivation and potential will leak from the initiative.
   
   
7. Make goals concrete and progress measurable. This makes thinking and work processes more structured, conversations more concrete, and actions more focused. A concrete, large, ambitious goal (a so called ‘BHAG’) can inspire and involve (new) parties in the initiative. If progress toward the goal is measurable and communicated in a way that is meaningful to recipients, that is another potential source of energy. Research shows that seeing progress often gives a team or individual more satisfaction than achieving the goal itself.
   
   
8. Use storytelling! Why? Noticeability is not the same as measurability. Progress can sometimes be measured. How it is experienced by beneficiaries or those involved does not necessarily correspond with this. Facts matter, but facts do not inspire and will therefore make little impression on many stakeholders. Therefore, preferably use and package facts as guiding input for inspiring stories that could truly reach, move and put in motion those involved, the beneficiaries and those who receive information.
   
   

These are my lessons learned to increase the chances of success of partnerships aimed at societal objectives and with multiple organizations involved. Contact me for a Free introductory conversation about the collaboration that you as a leader have in mind or are involved in and I may be able to advise on specific points to give your initiative the best chance!