You’re Not the Boss of Me! 5 Secrets of Leading Networks Without Authority
Sometimes network structures are mistaken for associations or federations. Some shrug off the confusion: “What’s the difference and who cares!” they might say. Isn’t “network” just another word for “organization?”
Networks are hugely different from traditional organizations and the differences are enormously important to how well and powerfully we can work with others to accelerate and magnify important work. Networks are democracies and each “member” shares both power and responsibility. Organizations are more like corporations often with an “ownership culture and always with delineated power structures.
“At its best a network is a group of mutually empowered individuals or entities (nonprofits, companies, government, etc.) who have joined together in a free will effort to share power to get stuff done! ”
If you imagine yourself working shoulder-to-shoulder with others, sharing ideas, decisions and outcomes, all within a freely communicating structure (think up, down and around); then you do indeed need and deserve a network rather than a traditional association or institution. At its best a network is a group of mutually empowered individuals or entities (nonprofits, companies, government, etc.) who have joined together in a free will effort to share power to get stuff done! They have decided they can be more effective together rather than separately but yet do not give up their independent identity. They find network membership worthwhile--worth the effort of negotiating and navigating multiple interests and points of view, and worth the complexities of shared decision-making.
The shared power concept defining a network is central to what sets apart networks from other organizations. In the best networks the structure is “flat” and purposefully lacks an authority structure. Though, of course, there may be a governing structure where protocols are set and observed for procedures and processes.
But in a network, nobody is “the boss of me.” No single person or entity has authority over me and others in the network cannot force their ideas on me. They can influence but can’t pressure behavior, and they can’t demand compliant action on a whim. The members of the network have defined and agreed to their values, ideals, goals and norms and these are transparent and binding. This makes the network members decision-makers and also forms an accountability structure to be able to work in unison. Disagreements and differences may arise but get resolved through the network’s engagement, dialog and decision-making processes. No singular body “makes the decision,” expecting others to follow, especially if the decision affects network identity, strategy or plans. Network members share the responsibility to set direction and make change.
In my experience there are 5 “secrets” for how to enjoy a network experience and optimize the power of a great network while also taking pleasure in nobody “being the boss of me.” These secrets are the wisdom from years of experience with networks large and small, local to international, and everywhere on the scale of low-to-high intensity goals and agendas.
Be present; have presence. Be in the moment within your network. Try to understand what is really going on in the network — listen and create authentic connections with others. Bring to the group your self-knowledge of what you stand for. Show up with your own clarity and a sense of generosity toward others. The tagline of Amy Cuddy’s book, Presence is “Bring your boldest self to your biggest challenges.” So show up at your best!
Do your fair share of the work. Networks thrive as “share” cultures. Everyone has to help carry the load. Sharing the work legitimizes the shared power and responsibility. Sharing the work isn’t just a matter of volunteering your time (though that’s a given), you can offer special resources that you or your entity might have. This could include knowledge, assets, connections and access. Don’t hold back waiting until everyone else is doing their share — go ahead and set the bar.
Help create or participate in network governance. Networks need some kind of structure for sharing insights, making decisions and communicating. These governance responsibilities should be facilitative not directive. If the governance is good (empowering and participatory) then go for it — participate and lead. If the governance needs an upgrade, jump in and try to help guide the formation of a better model.
Don’t accept or coddle a “sham” network. Look carefully at the governance model, the communications, and the decision-making process to make sure the network is a shared power model and not just a mask or costume covering up a traditional, authoritarian organization. Remember, in a real network (and its governance) nobody is the boss of me. If you are a follower and not a player you may not be in a real network! Make it better and authentic or move on. (In some cases, an inauthentic network has value to you in which case you can only accept it as a traditional authoritarian organization and must stick with it but on different terms.)
Create/share a visual model of the network. How can we fully participate if we can’t “see” the network. Because networks can be loose and/or far-flung in membership it is important for everyone to hold a shared image while they work together. Networks don’t have a traditional organization chart, rather most network visualizations resemble a constellation. To create this visualization you may ask: How big are we? Where is everyone? Where are we big? Small? What holds us together? Where are the power magnets? Where are the influencers? What metaphor fits our picture? Once your network has a visual image everyone will find it easier to place themselves, see relationships, and also realize that problems and solutions will not be perceived or experienced universally and this affects how the work will get done. Break down network mapping piece-by-piece with some of our favorite visualizations from The Reliant Project.
If you want to understand the true strengths and challenges of your “network” talk to a SWIM consultant and map out a plan for optimizing your network.
Author: Stephanie Clohesy
Now that you’ve learned the 5 secrets, check out our eBook “The Six Practices for Effective Network Leadership” and watch our Network Video Series.