Read the example of the Canadian Alliance on Mental Illness and Mental Health in Chapter 8 of the LEADS text (find it under “Leaders as Coalition Builders” section). Through several strategic discussions in 2015 and 2016, members of the Canadian Alliance on Mental Illness and Mental Health (CAMIMH) committed to a shared goal: speaking with …
Continue reading “LEADS Link – Servant Leadership for Shared Meaning (T-18)”
A coalition must: share the same destination and values, share the load, share knowledge, and share credit. A strong network invests time and energy into building trust between individuals and organizations. It develops clear terms of reference that articulate the expertise, insight, and knowledge that is offered through the network, and each member’s individual role …
Continue reading “LEADS Link – Leaders Purposefully Build Their Networks (T-17)”
Read the following article by Tholl. Choose one of two scenarios: Scenario 1: Your organization is not part of a network. Identify a purpose for your organization that a network, if developed, could support. Search the internet for existing networks that might be of value to your organization; or – identify—through an environment scan—some potential …
Continue reading “Heroic Deed – Leaders Purposefully Build Their Networks CAHO”
Chapter 2 of the LEADS text describes a coalition “as any formal inter-organizational collaboration dedicated to achieving a common purpose.” A network is defined as “a a group or system of interconnected people or things.” It is a form of coalition, though it often can be informal rather than formal. For many, a network is …
Trek Overview Domain: Develop CoalitionsCapability: Leaders Purposefully Build Their Networks This Trek focuses on how members of an existing network can purposefully build and enhance it. It comes in three parts. First, this Trek will discuss how leaders must be mindful about the networks they create. Secondly, it will explore some techniques leaders can use …
Continue reading “Trek Objectives – Leaders Build Robust Networks – (T-17)”
Heroic Deed Trust is a foundational piece to a coalition. Using the elements needed to build trust described on pg. 153 of the LEADS Text, and using the concept of “sliding door moments”, conduct a coalition audit on an an inter-organizational coalition you are a part of. Consider those nine elements and “grade” your coalition …
Continue reading “Heroic Deed – Leaders Build Trust Between Organizations CAHO”
Trust Is the Result of a Positive Accumulation of Experiences…. “Sliding-door moments” are those seemingly inconsequential everyday incidents or decisions that affect relationships negatively or positively; they are the brief opportunities that can be seized to build relationships, strengthen bonds, and ultimately create a reservoir of trust. Please watch this video and consider, are there …
Continue reading “Trust Is… – Leaders Build Trust Between Organizations”
This Trek focuses on how a leader can create the conditions for trust to grow between organizations. By the end of this Trek the learner will be able to: Define trust Apply trust-building strategies to enhance trust within and between organizations Trek Overview This Trek will take approximately 1.5 hours to complete, and includes: One …
Continue reading “Trek Objectives – Leaders Build Trust Between Organizations CAHO”
Organizational trust is fundamental to effective co-operation, co-design, and shared benefit. Without trust, there can’t be shared meaning and shared results. Trust is something that takes time to build but can be lost immediately; trust is also multi-faceted and subjective. Some describe trust as a three-legged stool: it’s about predictability, competency (which is contextual), and …
Continue reading “LEADS Link – Leaders Build Trust Between Organizations”
Servant leadership is the ideal leadership philosophy to apply to coalitions where there are diverse hierarchical matrices. It is more focused on developing processes and structures that foster collaboration rather than direction setting. Leaders lead from behind by allowing the group to determine the purpose (reflective of all), and establishes processes (common agenda, shared accountability, …
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