Making Effective Collaboration Possible

Are you tired of hearing you should collaborate? It’s understandable. As philanthropic leaders, it can sometimes feel like we’re told to collaborate as often as children on a playground are told to share. We get it. Enough already.

But what if someone told you to avoid collaboration if possible. Now I’ve got your attention, huh. That’s the warning given, in bright bold orange letters, in the opening pages of the Fund for Our Economic Future’s Collaboration Handbook. “Collaboration should only be pursued when it is absolutely necessary to achieve the desired change,” writes Chris Thompson, the handbook’s author. “Collaboration should never be the goal,” he goes on. “It is a means to the goal.”

And then, he says this: “But just because collaboration is needed doesn’t mean it is possible.”

I’ll let that sink in for a minute.

As the president and CEO of Stark Community Foundation, a long-time member of the Fund, I’m quite familiar with Chris’ musings on the value of collaborative, cross-sector work. Indeed, the Fund is the very epitome of a collaboration and a collaborator. But it wasn’t until I read the Fund’s Handbook that this oft-esoteric concept made real concrete sense. In it, Chris, former director of regional engagement at the Fund, shares the ins and outs, ups and downs of a decade-plus of collaboration experience, and distills how to know if the conditions are right for a collaboration to be possible, what is needed to make it successful, how to get it back on track if it steers off course, and, perhaps most importantly, how to evaluate if it’s working. There are checklists and techniques and how-to guides. And there’s also a whole website devoted to the handbook and its contents (though I highly encourage you to carry around a hard copy wherever you go).

The Handbook is more than just lip service; when put into practice, the advice is relevant and useful. Take, for example, where I work in Stark County. Almost two years ago, a group of civic leaders came together to share their respective strategic plans for the community, to better understand what each was doing and discuss how they might help each other be successful. Each time we met, we built trust with one another, and those early conversations grew into more formal planning. Today, we are a full-fledged cross-sector collaboration that includes, my organization, The Canton Repository, the Canton Chamber of Commerce, the United Way of Greater Stark County, the Akron-Canton Regional Airport, the city of Canton, the Pro Football Hall of Fame, and the Stark Development Board. It’s the first time I’m aware that we’re envisioning the future of our community together, as a whole. We’re developing shared responsibility for our future, and we wouldn’t be so advanced in our discussions without the collaboration guidance of the Fund.

Of course, the Handbook doesn’t actually make the act of collaboration any easier. It’s still hard, messy, complex work. But at least now the next time someone tells you to collaborate you can actually walk through whether the right preconditions exist for a collaboration to be possible and how, if it is, to make sure it’s successful.

Mark Samolczyk

Mark Samolczyk is president and CEO of Stark Community Foundation and vice chair of the Fund for Our Economic Future. He's the primary representative of the Stark Community Foundation in the community and the leader in achieving the Foundation’s vision and mission. Mark joined the Foundation in October 2009.