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What are the mindsets and tools social change leaders need to adopt to truly collaborate and leverage their networks in the pursuit of their vision? This engagement helps shape the network strategy of social change leaders and funders through deep dives into case studies and network mapping. It is designed for either individual practitioners or teams looking to develop a systems-level strategy to guide their work. Developed and taught in partnership with Heather McLeod Grant.

Given how rapidly the internal and external conditions for our work shift, most funders and social change leaders have neither time nor use for long-range strategic planning. Yet, how do you remain productive and confident that you are on the right path while continually pivoting on strategy?

Designing for Organizational Growth takes the best of what we know about what’s needed for organizational scale and marries that work with a human centered design approach to experimentation and prototyping. Typically, this is an extended engagement launched by a half-day workshop for your team.

To execute systems level change, leaders must have visibility into the ecosystem they intend to impact. In Network Mapping as a Strategy Tool workshop, your team will create a network map in the room and then bridge to a network strategy assessment to determine whether the network supports the intended social change strategy. This workshop can kickoff a participatory mapping process whereby the network map is expanded and corroborated by other stakeholders.

The Hawaii Community Foundation (HCF), the state’s largest grant-maker with a 100-year legacy, sought to enhance the collaborative capacity of changemakers in the state of Hawaii. In the summer of 2015, Heather McLeod Grant and I first engaged in strategic conversations with Hawaii-based network leaders. This landscape study, along with the mapping and trainings we led, revealed serious interest in network strategy as a way to amplify social change across the state of Hawaii. I then designed and facilitated a year-long community of practice for network leaders that surfaced the commonalities and challenges facing the leadership of networks in Hawaii. That community of practice continues to meet and amplify the role of networks in Hawaii.

The New Leadership Network is a project of The James Irvine Foundation whose mission is to expand economic and political opportunity for families who are working but struggling with poverty. The New Leadership Network brings together diverse emerging leaders in Stanislaus County (California’s Central Valley) to build connections, align on a community vision and innovate around a better future. As Program Director, I lead recruitment, selection, strategy and facilitation. In training sessions, I am most focused on the network’s work in systems mapping and the design of new community prototypes.

DataKind is many things to many people. It is a network for data scientists and tech leaders who see DataKind as the leading light in their efforts to wield data for social impact. It assumes the role of teacher and coach for a social sector looking to leverage data in their quest to solve society’s ills. And it plays the role of hopeful pioneer for funders looking to make their investments go further, faster. DataKind is also an early stage social venture and global network whose leadership is scrambling to capitalize on immense opportunity while overcoming barriers to achieving DataKind’s mission.

In its first three years, DataKind grew from a small team launching projects from its base in New York City to a global network led by a national team. During this time, I was deeply embedded with DataKind’s executive team, board leadership and global network. The result of my work there was a growing sophistication around network strategy; a decision frame that balanced organizational needs with network growth; and the entrenchment of strategy, staff development and donor stewardship as core organizational capacities.

For four years, the Stanford d.school has created space for social entrepreneurs , described as “restless experts” looking to go beyond what they know and innovate new solutions, platforms and initiatives in their fields. At Stanford, the fellows apply design thinking to real-world challenges and emerge with new tools and (aspirationally) with game-changing solutions to some of humanity’s messiest problems. In 2016, I spent a year embedded at the d.school working with the Fellows to translate the results of the design process into a strategy and/or organizational design that accommodated growth and continued experimentation beyond the Fellowship.

The Omidyar Fellows program is a leadership development program that looks to build stronger leaders, more effective organizations, and the cross-sector connections that are necessary to collectively work towards Hawaii’s future. In early 2016, the Omidyar Fellows hired Heather Mcleod Grant and me to run a full day workshop to consider how adding a network mindset to their training might foster greater levels of collaboration among their network members.

The Peleh Fund has long supported artists, leaders and organizations from its base in Berkeley, CA. The Fund is dedicated to amplifying creativity and innovation in the fields of education and the arts. In the last four years, I have worked with the Fund’s trustees in their quest to,evolve the mission of the fund; expand its investments; and launch a family-oriented artist residency program.