Which Rule Book Are You Leading From?

The rules of the game have changed. With the rise and rapid evolution of the internet over the past decade or so, not only have we seen new generations of widgets and gadgets, but also radical change in decision making, patterns of community engagement, and individual empowerment. And what naturally flows from these changes are major shifts in organizational strategy and leadership.

 

Many of those in leadership positions today were raised, educated, and trained in a previous era based on 20th-century rules of the game. Leadership was hierarchical, information flows were controlled and deliberate, market research and ‘product development’ cycles were slow and calculated. Today, leaders need to think differently about their role, their organizations, and how to be effective and efficient in their work. In a world where change happens quickly and we’re inundated with information and opportunities constantly, how must we adapt our organizations, strategy, and leadership?

 

Authenticity and transparency have become paramount above all else as a way to build trust and relationships. The development cycle of new ideas and products is now more often than not in a “permanent beta” mode. Risk assessment has done a complete flip-flop, where the risk of staying the same (something well known, without the complexities of change) is now greater than the risk of major change (unknown, complex, new). This transformation of risk assessment and strategies for new organizational success in achieving one’s mission is the tectonic shift for many of today’s leaders. 

 

While this all may seem quite overwhelming, I actually think it’s great news for Jewish communal organizations. Beth Kanter and Allison Fine, two of the gurus of the non-profit technology field, understand how these major shifts can make us all feel dizzy. Thus, they’ve published an accessible, friendly, and amazingly practical guidebook to help us understand the new rules of the game and the ways to apply social media tools and social strategies today.

 

The Networked Nonprofit provides a chapter-by-chapter schooling, blending theory with case studies (from large and small, newer and older organizations). Rather than focusing on the technology (though they do cover Facebook, Twitter, wikis, blogs, and more), Kanter and Fine structure the book around the new rules of the game, which is incredibly effective at developing a vocabulary, perspective, and lens through which to see organizational work in a new light. The book dives deeply into the power of networks—for fundraising, volunteering, publicity—which is nothing new, but is exponentially more empowered (and important) in today’s digital age.

 

Over the past few years, we’ve seen generations of books appear on the shelves. First it was Groundswell by Charlene Li and Josh Bernoff about the strategies of social technologies for business. Later they each published books on new models of leadership in a digital age, Open Leadership (Li) and Empowered (Bernoff), since the implications of social technologies aren’t just about the IT or marketing departments—they impact every pore of a business. Similarly, The Networked Nonprofit has become the foundational text for the nonprofit community and has already been followed by other strategy and leadership books.

 

In addition to exploring ways in which you can work with networks outside of your office, I encourage you to also start thinking of your staff (and board and volunteers) as an internal network. In the past, seniority and experience were prized. Today, those for whom the social media and this “networked” perspective is second nature have certain unique skills and knowledge that are much needed to evolve the Jewish communal organizations into this new paradigm. The Networked Nonprofit can be a valuable tool to help you apply your skills in strategic ways, understand guideposts and measurements, and develop a shared language with other leaders. When the book was published, I gave a copy to each of our major funders, board members, and staff, all who are interested in this field, but many who also appreciated how the book helped them articulate their instincts and perceive how their strategies were (or were not) in line with the larger “movement” in the field.

 

“By being more strategic about how we develop and use our networks, we can do our work more effectively,” says Caren Levine, Darim Online’s Director of the Learning Networks. “Our organizational mantra has become ‘Do what we do best and network the rest,’ a quote straight out of The Networked Nonprofit.” 

 

The bottom line here is not actually about technology. It’s about your mission. And the best way to achieve your mission is by developing, engaging, empowering, and supporting your networks. Because isn’t that what our Jewish communal goals are really all about?