Collaborative rotative leadership model piloted by IABC France 2014-2015.

1. Collaborative Leadership:
A New Approach to IABC
Chapter Boards
Eileen Lee Lavergne
President, IABC France
Feb 13, 2015
@eleelav @IABC_France @IABCEME #Collablead #Collaboration #Leadership
http://france.iabc.com

2. The French Chapter
13/02/15 2
12 years old
2nd ** in EMENA
>70% - 10-20 year
veterans
>80% speak
2+ languages
Transitory Expat
Community
20+ nationalities
Freelancers/Consultants/
Business Owners

3. Recurring Challenges
13/02/15 3
✗
Member Attrition

4. Member Attrition
13/02/15 4
• Membership Value NOT obvious
• High “product” prices make TCM costly
(esp. in difficult market)
• Difficult to appreciate value if busy/
remote
• Irregular communication & promotion
July-­‐June
New
Lapsed
Fallout
2011-­‐2012
18
33
15
2012-­‐2013
14
23
9
2013-­‐2014
11
16
5

5. Volunteer Engagement
• Own business/freelancers/in transition
• Volunteering for professional development
not a culture - little/no co. support
• High elasticity to job market/economic
uncertainties
• Silo-ed responsibility/ownership - low
team cohesion
• Outcomes reliant on “individual calibre”
• “Beggars can’t be choosers”
13/02/15 5
✗

6. Learning about & from Past Years
• PDE-­‐value
survey
• 11
major
events
+
9
mixers
(free
flow)
• Hybrid
format
+
sponsored
speakers
+
KPIs
• Higher
non-­‐
member
pricing
Built
value
thru
frequent/
monthly
PDEs
&
mixers
• 5
major
events
+
7
mixers
(structured)
• New
Partners/
Sponsors:
OECD,
EPWN,
Hoi
Moon
• Lowered
non-­‐
member
rates
• Engaged
with
recruiters
Fewer
&
higher-­‐
visibility
events
+
job
search
support
PROS:
members
liked
quality
partners,
event
leader’s
workload
more
manageable
CONS:
Perceived
value
unclear
for
members,
s`ll
opportunis`c
&
dependent
on
event
leader
13/02/15
6
2012-2013 2013-2014
PROS:
members
saw
value
in
hybrid
format,
quan`ty
&
frequency
CONS:
Volunteer-­‐intensive
event
focus,
unpredictable
support
&
turnout,
dependent
on
event
leader
&
opportunis`c

7. Leadership Organization
Past
President
President
Communica`on
Professional
Development
&
Events
Membership
Career
Development
Awards
&
Accredita`on
Vice-­‐President
Secretary
Treasurer
13/02/15 7
Board
Extended
Leadership

8. WHAT WOULD YOU DO?
Problem Statement & Group Discussion
13/02/15 8

9. SWOT-TOWS
Strengths
• Maturity
of
chapter
>
10
yrs
• Interna`onal
profiles
• Global
network
of
experienced
peers
• Good
consistent
reviews
of
PD
events
• Die-­‐hard
volunteers
see
value
Weaknesses
• Interna`onal
PD
value
not
apparent
enough
• Low
sense
of
volunteer
team
cohesion
• Dependent
totally
on
volunteers
• Hi-­‐level
of
member
agri`on
• Assets
are
fragmented
&
not
easily
found
Opportuni`es
• Low-­‐hanging
fruit
-­‐
lapsed
members
• Beger
European
representa`on
in
Exec
Board/global
leadership
• New
global
digital
plahorm
-­‐
Fall
2014
• Leverage
regional
+
global
support
• Healthy
cash
balance
Threats
• Survival
depends
on
volunteers’
engagement
• Member
agri`on
con`nues
• Compe``on
for
stakeholders’
`me,
agen`on
&
commitment
• Value
undermined
by
free
resources
• Iner`a
about
PD
investment/engagement
13/02/15 9

10. Value For Who Really Matters
Lapsed
Members
(to
woo)
Exis`ng
Members
(to
deliver
value)
Exis`ng
Volunteers
(to
recognize/reward)
• Why
you
joined?
• Why
you
lapsed?
• What
would
convince
you
to
re-­‐join?
• Why
you
joined?
• What
value
you
find
unique
to
IABC?
• Will
you
renew
-­‐
why?
• What
one
reason
you’ll
renew?
• Why
volunteer?
• What
will
help
us
be
more
efficient/
effec`ve?
• How
does
it
meet
our
expecta`ons?
13/02/15 10
What is value
to them?

11. Program-­‐Theme
Oriented
Body
of
Knowledge
&
Core
Principles
Seminars/
Workshops
Content:
Blogposts,
Webinars
Themed
Mixers
seminars
Work-­‐
shops
Informal
mixers
Opportunis`c
Program-Centric Focus

12. WHY COLLABORATIVE LEADERSHIP
Inspired by Another Research Context
13/02/15 12

13. My Studied Case & Observations
13/02/15 13
Nice Connected Boulevard: A Smart City Project

14. What is Collaboration
Network interactions that co-
create transitional value,
because of
• multi-interested & self-
organizing individuals
• whose multi-dimensional
influence
• Interdependently drive &
enable exchange
• for learning, experimentation
& innovation
13/02/15 14

15. Accredita`on
Synergy
Federa`on
Mul`plier
Why Stakeholders Collaborate
Perceived Value
• Accreditation: reinforces
credibility by association & proof
• Federation: catalyst to social
and intellectual connections
• Multiplier - promotional trigger
for feedback/dialogue/
engagement/education
• Synergy - safe space for trial &
error, fail and learn by doing;
whole is bigger than sum of parts
Source: @ELLAGORA 2014

16. 8 Distinctive Features
What Made IABC Fr A Candidate
Temporal
space
that
is
a
virtual
organiza`on
Stakeholders
with
mul`-­‐dimensional
interests,
mindsets,
values
Varying
levels
of
individual
and
organiza`onal
“readiness”
Use
of
public
assets
in
a
public
domain
with
poli`cal
risks
Dependent
on
self-­‐
organizing
agents
who
juggle/reconcile
mul`-­‐level
interests
Complex
integra`on:
technical
+
social
tech.
a
change
catalyst
Membership
based
on
“agrac`ng”
vs.
“selec`ng”
Stakeholders’
fate
intertwined
✗
✗
Source: @ELLAGORA 2014

17. 13/02/15
S.M.A.R.T. Objective to Execute
Measurable
• Each
program
built
on
:
• Content
• Member
Outreach/
Networking
• Seminars
• Anchored
by
Comms
• Evalua`on
for
each
Achievable
• 3
programs:
1
per
quarter
• 4
leadership
clusters
for
each
program
• Collabora`ve
leadership
process
Realis`c
• Each
leader
commits
to
lead
specific
program
ac`vi`es
of
interest
•
And
supports
on
others
• Leaders
rotate
to
spread
workload
type
&
gain
exposure
and
rela`onship
Time-­‐focus
• Q0:
Jul-­‐Sep
• Q1:
Oct-­‐Dec
• Q2:
Jan-­‐Mar
• Q3:
Apr-­‐June
• Rota`on
&
commitment
defined
end
Qtr
• Re-­‐assess
master
program
plan
every
Qtr
1) Deliver accessible programs relevant to personal, professional and business development;
thru 2) synchronized “bite-size chunks” of collaborative & rotative volunteer leadership
Specific

18. Content
Curate
Commu
nicate
Create
Comms
Email
Twiger
LI
Groups
FB
Blog
Upload
Event
Program/
Speakers
Recep`on
Promo`on
Envisioned Collaborative Structure: Q1
13/02/15 18
Outreach
Networking/
Social
Media
Lapsed/
New
Members
Career Development
Anna
Alec
Claudia
Kristen
Sean
KashaEileen
Danielle
Tom
Tatiana
VictoriaLise

19. Content
(Eileen)
Kristen
Sara
Andrew
Tom
&
Gillian
Event
(Danielle)
Ta`ana
Kasha
Tom
Kristen
Sean
Comms
(Sara)
Eileen
Danielle
Kristen
ALL
What Actually Happened: Q1
13/02/15 19
Program Theme:
Career Transition & Growth
Outreach/
Networking
(Sean
&
Kasha)
Tom
Eileen
Lise
Sara

20. Outreach/
Networking
(Ta`ana)
Kasha
Sean
Danielle
Comms
(Sara)
Eileen
Kristen
ALL
What’s Happening: Q2
13/02/15 20
Program Theme:
Strategic Communications
for Biz Impact
Content
(Gillian)
Kristen
Andrew
Kasha
Event
(Eileen)
Kasha
Sean
???
???

21. 2014-2015 Leadership Team
13/02/15 21
Past President
Past President
& IEB Director

22. KEY LEARNINGS
Evaluation & Reflection
13/02/15 22

23. Also Revisited Key Initiatives
Recruitment/Job
Pos`ng
Tie-­‐Ups
in
Communica`ons
&
Marke`ng
Pricing
strategy
to
differen`ate
real
value
for
members
Community
database:
members,
lapsed
&
non-­‐
members
Themed
networking
events
w/
min.
registra`on
charges
Leverage
Regional
&
Global
Support
&
Assets
Up-­‐skilling
on
collabora`ve
tools:
Asana,
SurveyMonkey,
MailChimp,
website/blog,
etc.
Volunteer
Leader
recogni`on
&
rewards:
eg.
• Scholarships
to
EMENA-­‐LI,
GLI
• Scholarships
to
EuroComm15
13/02/15 23

24. Early Indicators
13/02/15 24
July-­‐June
(mid-­‐point)
New
Lapsed
Fallout
2011-­‐2012
18
(14)
33
15
2012-­‐2013
14
(11)
23
9
2013-­‐2014
11
(12)
16
5
2014-­‐2015
(6)
(6)
0
• MONTHLY & 4+/5 rated events
• 12+ (about 2-3/month) blogposts
• Improved turnout for networking: 19-25
• Regular communication & promotion
• Personalized member reach-out

25. Qualitative Feedback
The
Good:
• Beger
visibility
of
quarter’s
plans/calendar
• More
team
cohesion
&
opera`ng
less
in
silos
• Ownership
of
events/ac`vi`es
spread
among
leaders
• More
predictability
in
turnout
• Reasonable/manageable
`me
commitment
• Learning
“how
to”
so
valuable
-­‐
didn’t
realize
how
much
work
before
The
Less
Good:
• More
work
for
some:
ie.
treasurer,
secretary,
president
• Not
sure
who
does
what
some`mes
• Need
to
communicate
more
• Need
to
learn
how
to
use
support
tools
13/02/15 25

26. Visual
birdseye
status:
master
planning
excel/
calendar
Regular
mee`ngs/
informal
gatherings
&
almost
monthly
Zoom
conference
Collabora`ve
technology
&
tools:
ASANA,
ZOOM
Essentials to Support Adoption
Leadership
Charter
&
Values
everyone
“signs
up”
to
on
shared
purpose
&
commitment
Each
leader
ar`culates
own
dev
objec`ve
&
what
they
want
out
of
their
commitment
Understanding
different
role
redundancy
&
complements
13/02/15 26

27. Collaborative Leadership Roles
All Boundary Spanners
Convener
-­‐
leverages
informal/
legi`mate
power
to
bridge
different
levels
with
shared
meaning
&
purpose.
Champion
-­‐
help
to
keep
collabora`on
going,
typically
feels
ownership
and
advocates
from
his/her
standpoint.
Taskmaster
-­‐
designated
func`on
by
specialized
interest/exper`se/
focus.
Project
Driver
-­‐
move
collabora`on
beyond
talk,
executes,
documents,
measures,
chairs
&
coordinate
mee`ngs.
13/02/15 27
Source: @ELLAGORA 2014

28. HOW PLAUSIBLE FOR YOUR
CONTEXT?
Tweet Your Feedback & Comments
13/02/15 28
@eleelav @IABC_France @IABCEME #Collablead #Collaboration #Leadership

29. Essentials in Summary
Proac`ve
thinking
&
innova`ve
attude
-­‐
reinvents
self
&
dictates
ac`on
Structured
processes
but
“minimum
specifica`on”
Horizontal
reach
&
interac`ons
over
hierarchical
order
Informal
&
internal
over-­‐
commu-­‐
nica`on
Task
comple`on
&
shared
purpose
to
forge
collabora`ve
&
produc`ve
`es
13/02/15 29
Source: @ELLAGORA 2014
Adaptive Leadership Role “Redundancy”
Shared Meaning & Rules of Engagement = Intertwined Fate

30. Things to Look Out For …
Behavioral
and
mindset
shiu
takes
`me
Everyone
starts
from
a
different
point:
experience,
open-­‐
mindedness,
habit,
synergy
with
own
interest
Ini`al
socialising
and
educa`on
rela`vely
heavy
Nurture
informal
communica`on
but
uphold
diligence
in
formal
communica`on
Requires
systems-­‐thinking
&
clear
big
picture
vision
&
rules
of
engagement
13/02/15 30

31. THANK YOU
eleelavergne@gmail.com
Mobile: +33 6 13 06 85 20
Skype : eleelav
@eleelav