You’re managing a non-profit team. How can you create a culture of collaboration?

In order to create a culture, you have to be the culture, both in talk and action. Being in a position of leadership comes with responsibility. Makes sure all team members are being heard. Provide opportunities for feedback and acknowledgment, especially with younger generations. Build consensus on goals and shared values and provide an opportunity for everyone to own a piece of it.

In my experience, people respond to values and perform when their values align with the organization’s. For example, if the organization values research and scholarship, employees who also value data and information will be valuable in building the organizational culture.

Communication with team members. Everyone's voice is an important part of the collaborative process. Keep them informed. Be quick to give praise for work done well. Celebrate the wins! The leader must model the way, so it begins with you!

Well, building a culture of collaboration is a process and takes time to establish. I believe it hinges on four fundamentals; 1. Right team on the bus 2. Clarity and common understanding of strategic direction 3. Recognizing and rewarding collaboration 4. Investing in team building and skills development consistently

Creating a cohesive culture in a nonprofit organization faces challenges such as limited resources, high turnover rates, and diverse stakeholders with conflicting ideas about executing mission programs. Striking a balance between mission fulfillment and administrative tasks, along with communication barriers like remote work and departmental silos, further complicates the process. Addressing these challenges requires a concerted effort from leadership to create a supportive and resilient culture. By openly acknowledging these barriers and actively working to overcome them, nonprofits can build a stronger foundation for success in their endeavors.

I took over a very siloed (but effective) team but knew we would be more effective with greater collaboration. Two specific things I found helpful. First is a weekly standup in which the team members are asked to bring two things - their main focus for the week and a challenge they are facing and need help with. Second, in my 1:1 meetings with team leads, I note connections with other teams on projects and encourage them to lean on strengths of other team members to solve problems. We’ve done extensive strengths training across the organization.

I am lucky that when I took over the team was already well established. But there were areas where we could do with more teamwork and collaboration. I manage a small team - 12 pax. I have done the following: 1. Make different staff lead different projects and work with others in collaboration. 2. Communicate desired end result and staff can either nominate themselves or be assigned to specific parts of the project 3. Sharing session on the work we do and have everyone give them input on how we can do better.

One of the hardest things to achieve in a nonprofit is collaboration within a team and with others. An important point is to recognize each potential and input into the work, and have a common vision. Work with team members to add their inputs and respectfully listen to others and work on their expectations. Showing the beauty of learning from others and their unique roles to achieve your mission, collaboration does not come easy, but it is not impossible.

In my experience whilst the purpose and value are important, a culture of collaboration only emerges when people start getting inspired. This inspiration comes from the positive transformational actions and results they would have seen happening thanks to their input. Only then you will start having people feeling responsible for others and will commit 200% to the cause. This is how I have since 2003 managed to keeping my team and partners engaged.

Start with something practical and visual. Use a whiteboard, post-it notes, newsprint--really anything--and draw out your team's workflow. Then let everyone on the team mark up the workflow with when/where they already contribute and more importantly where they would like to contribute more. The biggest problem with becoming more collaborative is knowing who, what, and when that should take place. Let everyone on the team answer those questions by doing something like this.

It’s about giving your team the freedom to succeed and even fail and learn. And it’s about being a bulldozer for them - pushing things out of the way so they can do their job.

Create an environment where your team can succeed. Provide intentional learning opportunities - and enough structure - to support their work. Have intentional conversations about work styles. Seek your team's input on the processes, support, and ways of working that will help them deliver high-quality or high-value work.

For me, the solution is simple. I ASK for help from my staff, my colleagues, and the nonprofit community. Connection and Collaboration are essential

Leading by example seems to help. It sounds circular, but creating a collaborative environment helps encourage collaboration. You do that by encouraging teamwork, making things fun, creating incremental goals, and what some teams call a “sense of family.” It also helps to champion your team with other parts of your organization, to lubricate the gears of cooperation, efficiency, and effectiveness.

In my experience individuals who believe their leader has confidence in them will perform better and be more of an engaged participant. Be supportive and available to your team, but resist the urge to micromanage. Yes sometimes it is easier to just do a task ourselves, but the reward lies in watching team members thrive!

One thing I have found helpful is to create opportunities for my team to share of themselves with their colleagues. For example, at our last staff retreat, each person brought a gift-wrapped book that had been important to their career. Then, they put a sticky note on top of the book, with a few words of who the book would be good for. Everyone chose a book, and as we went around the circle, each person unwrapped their new book, and the giver shared why it was important to them. It was very powerful!

The best teams embrace the unique strengths each person brings to the table! Different perspectives lead to better solutions. When everyone thinks the same way, you miss out on innovative ideas. Feeling valued makes people do their best work. You must create a space where everyone knows their contributions matter. This goes beyond hiring! Make sure your training materials, outreach, etc., reflect the diverse community you serve.

Diversity and inclusion are top, without this there's nothing. No one can do it alone, no one knows it all either. Even those on top must listen and we will surely learn,as it's stated in Desiderata "even the dull and ignorant, they too have a story" Therefore, we can learn from everyone, the more diversity the better. So, let's include it all...

Look around the table and take inventory of who is not represented. It's crucial to stress the significance of both diverse teams and diversity of thought for creating innovation and reinforcing brand loyalty. Looking ahead, envisioning diverse representation fosters authenticity, trust, and innovation. Leading by example internally establishes credibility and loyalty externally. By championing diversity, we not only enrich our teams but also propel our mission with integrity, impact, and societal progress.

Developing a collaborative culture within your team requires encouraging inclusivity and diversity. This goes beyond simply having individuals from various backgrounds to tick the "diverse" box. You must be able to accommodate and comprehend the various cultural backgrounds that exist within your team. When team members' differences and similarities—like their backgrounds and points of view—are respected, openness and empathy are fostered. However, if your team does not reflect the diversity of the community you serve, then your efforts can lose their impact.

Resolving conflicts constructively requires both the long and short game. A team that trusts each other will engage in healthier conflict. This starts with leaders building and extending trust... Being transparent and empathetic... setting the example and walking the talk. It also helps when everyone is signing from he same song sheet - understanding the ultimate "why" of the work at hand and their role in making it happen. If this foundation is laid well from the start, then conflict can be productive and act as a catalyst for new ideas rather than serve as a destructive force on the team. The short game to resolving conflict is communication, empathy and respect.

It is easy for us to want to assign blame to one party or another in a conflict, but the reality is that conflicts are almost always rooted in something much deeper than the issue at hand. To get to the source, you need to be open-minded, patient, and willing to understand everyone’s perspective—especially the one whose part in the conflict is most challenging to you personally. By doing this, it will hopefully not only allow for a richer understanding of the conflict and the people involved in it, but might also mitigate future conflicts.

Conflict happens in all teams, the key is how you handle it! You have to: Focus on solutions, not on who's "right". Getting stuck in a blame game gets you nowhere. Actively listen to the other person. Trying to understand their perspective is key to finding a compromise that works for everyone. Be willing to admit when you're wrong. This sets a good example and shows your team it's okay to make mistakes.

So much ink has been spilled on the topic, and much more is yet to come. However, it is inevitable so long as people are…people! A good rule of thumb I like to apply is to remove myself from a conflict that I perceive, just on the off chance that I might be the driving factor of that very conflict! If I remove myself and see things change, I have some serious questions to ask. Again, it’s about asking questions, listening actively and with purpose. Be intentional about understanding others, and not just to fix the situation. Conflicts are like icebergs. We only see 10% of what really drives that engine. It’s time to get below the surface, in the freezing water, be a bit uncomfortable for a bit and understand those root causes.

Clear is kind. Address conflicts and discourse early in, before they escalate to become larger issues that are hard to fix and detrimental for the team.

We use a process called “Appreciative Inquiry.” This allows managers to ask questions like, “can you help me understand how you arrived at that conclusion or result.” It also permits us to create a shared understanding for success. I have found it to be extremely helpful.

Collaboration is the opposite of competition. Non-profits have to compete with each other over scraps of funding, so that no one gets enough to make transformative changes to broken systems. Many agencies shy away from real collaboration for fear of giving away their "magic ". If you want people to collaborate, you have to neutralize the competitive component.

Celebrate the small wins! A lot of hard work goes into managing a non-profit organization. There may be initiatives that are successful, yet other external factors and may make those successes seem insignificant. Take note and celebrate those smaller milestones along the way, knowing you can keep those strategies/tactics in the future, and that will keep your team inspired and motivated to keep working towards the shared mission and vision.

In the nonprofit sector, fostering a culture of collaboration begins with identifying & aligning around shared goals that transcend individual organizational agendas. This collective vision serves as a rallying point, uniting various stakeholders towards common objectives. Building this collaborative culture requires establishing open lines of communication and trust, which are fundamental for effective partnership. Encouraging transparency & regular dialogue among organizations, stakeholders, and communities ensures that diverse perspectives are valued and leveraged. It’s also crucial to recognize and celebrate the unique contributions of each partner, which reinforces the value of collaborative efforts & motivates continued cooperation.

Integrating celebration into the fabric of your organization’s culture fosters a sense of unity and shared purpose. Highlight collective achievements in regular communications, such as newsletters or team meetings or even TV displays, to showcase the impact of collaborative efforts. Establish rituals or ceremonies that honor team successes, like monthly recognition events or annual awards. Encourage peer-to-peer recognition to empower team members to acknowledge each other’s contributions to collaborative projects. Embedding these practices will not only celebrate collaboration but also cultivate an environment where teamwork is inherently valued and continuously encouraged.

Creating task ownership, with clear goals, at every level is important. The team's goals are an important goal post , but should be cascaded into clear individual goals in order for team goals to be met collaboratively.

Leaders set the tone. Do you yourself demonstrate collaboration? Do you read your team in on updates? Do you ask for input? Do you pitch in when needed? Culture of collaboration is built over time.

Transparency is critical when building a non profit team. Transparency as you are fund raising, working towards milestones or expecting changes in direction. This ensures that all members if the team are uniquely aligned to deliver on the impact needed for the non profit. If you think “should I share this with the larger team.” It’s probably the right thing to share.

Lead by example, be consistent and reward those who demonstrate the behavior being encouraged. Building trust is key. All the factors listed in this exercise are important, but without trust in one’s leadership it will not succeed as planned.

Siempre es buena idea crear tu programa de voluntariado, que defina bien la propuesta de valor para ellos. Usualmente las organizaciones sin fines de lucro requieren el trabajo de voluntarios en gran parte de sus áreas, y recaen demasiado en la buena voluntad y el involucramiento de la gente. Y si bien es indispensable que los voluntarios sientan esa cercanía con la causa, también es necesario que las organizaciones les den más razones para llegar y quedarse. ¿Oportunidad de tomar roles de liderazgo? ¿Oportunidad de implementar cosas? ¿Pequeños cursos dados por gente más experimentada dentro de la organización? Todo esto ayudará a facilitar la retención de voluntarios, así como aprovechar al máximo lo que pueden aportar.