High-Performance Partnerships - National Academy of Public ...

LEADERSHIP
chapter five
D espite the desire to use a methodical process to create them, cross-sector partnerships sometimes
just happen. Other times, they do not despite seemingly favorable conditions. Success
or failure is often due to the presence or absence of adequate leadership. When communities
face crises, dynamic and visionary individuals can emerge to assemble parties that can make a difference.
These champions—or leader/guiders—provide the vision, motivation, and incentives to
create partnerships (National League of Cities, 2000).
Beyond their role as champion, leaders organize
the partnership and make it work. In this role as
leader/facilitator, they provide overall direction
and ensure that a sustainable management
structure is in place. It is important to note that
stable, effective partnerships share ownership of
the mission and outcomes, and diffuse leadership
roles throughout the organization. No one
individual is likely to exhibit every leadership
characteristic needed to create and sustain a
high-performance partnership. As a partnership
evolves, the type of leadership also will evolve.
The design lab participants identified five key
components—the five “Cs”—of leadership:
credibility, commitment, change agent, communications,
and capability. The early credibility
of the partnership is inextricably linked to the
credibility of its leadership. Until the partnership
can establish its own track record and sense
of identity, the image of those associated with it
is influential. Funders, other partners, and the
broader community must believe that the
endeavor is worth their investment and support.
This perception hinges on the leadership’s
reputation until the partnership can prove its
competency.
Commitment to the partnership’s vision and
mission also is key. A motivational leader inculcates
a partnership’s vision and values throughout
the members, thus increasing the likelihood
of success. It is absolutely critical that the partnership’s
leaders “keep an eye on the prize.” All
organizations, but especially high-performance
ones, must affirm and reaffirm their mission,
vision, and goals.
Leaders must be able to get things done, especially
in the early stages of collaboration. As such, they
are agents of change. If the status quo worked
well, there would be no need to create a new partnership.
They must be able to identify changes
and implement them quickly and effectively.
A change agent’s effectiveness is dependent upon
the ability to motivate stakeholders to share the
partnership’s vision and understand the need for
change. Thus, communications skills are a vital
element. Clearly communicating the partnership’s
purpose to internal and external audiences
is essential to developing support for activities.
The leader also must be able to deliver difficult
messages, such as defending the need for further
change or explaining results that fall below
expectations. Delivering messages in an instructive
manner is a clear sign of a capable leader.
Talented leaders surround themselves with
resourceful individuals and organizations. In
addition, they must exhibit such resourcefulness
and capability themselves. The ability to focus
on outcomes and marshal support for them is
especially important in the early stages.
76 Powering the Future: High-Performance Partnerships