{"id":9592,"date":"2021-07-10T21:31:30","date_gmt":"2021-07-10T19:31:30","guid":{"rendered":"https:\/\/www.essenburgh.com\/network-leadership-6-barriers-to-overcome\/"},"modified":"2024-12-23T10:54:15","modified_gmt":"2024-12-23T09:54:15","slug":"network-leadership-6-barriers-to-overcome","status":"publish","type":"post","link":"https:\/\/www.essenburgh.com\/en\/network-leadership-6-barriers-to-overcome\/","title":{"rendered":"Network leadership – 6 barriers to overcome"},"content":{"rendered":"

Network leadership – 6 barriers to overcome<\/strong><\/h2>\n

Let’s face it: the old image of the strong leader needs to be jettisoned. In this complex world, it is no longer enough for one leader to hold all the reins. <\/b>Simply because one person never has all the knowledge and skills needed. Network leadership is therefore gaining in importance in recent years. But what exactly is network leadership? Why is it important? And what’s holding us back?<\/b><\/p>\n

<\/p>\n

Um, network leadership?<\/strong><\/h3>\n

Admittedly, actually, the word “network leadership” is a misnomer. It is even somewhat at odds with leadership as we know it. And as it is still being filled out within most organizations. Because at its core, network leadership is about being able to collaborate smartly and effectively in a network. And to exert influence from that position. No power, yet influence, that is the idea behind network leadership. And: shared responsibility.<\/p>\n

By the way, did you know that the network idea originally comes from biology? Every human being consists of cells and organs that interact with each other. They therefore form networks. At the end of the 1970s, the network idea came into vogue in psychology and in organizational studies. So she’s not new. But it is more urgent than ever, because our society has become so complex and interwoven, due in part to digitalisation and the Internet of Things.<\/p>\n

Networking, with strong and weak relationships<\/strong><\/h3>\n

By a network we mean a collection of relationships. Within these, there may be strong and weak relationships. Strong relationships are characterized by a great deal of mutual trust, reciprocity and sense of community. This is the case, for example, when there are great social and cultural similarities between people. Weak relationships exist when people have less in common with each other. It is especially important that there is diversity in the network. Because that leads to new ideas and\/or innovation.<\/p>\n

Why are networks so important?<\/strong><\/h3>\n

Care, poverty, climate, the complex issues of our time. Such so-called ‘wicked problems’ are so complex and diffuse that they are difficult to solve or even seem unsolvable. This requires the problem-solving abilities of a network of people and organisations. It is important that the cooperation has value for all parties involved:
\nmultiple value creation<\/u>
\n<\/a>.<\/p>\n

Take child poverty in the Netherlands. You can only solve this problem together, in a network. Because only then can you get social work, a GP, a district nurse and a school all to stick their necks out and come up with an approach together. But such collaborations just don’t get off the ground. While the problem is becoming more urgent, because we see that in the Netherlands the differences between groups are increasing.<\/p>\n

Same with companies. The real innovations are a bit lacking; they are too limited to process optimization, mostly through digitalization. Take the telecoms market, which is a race to the bottom in which the cheapest provider wins. In many industrial sectors, too, existing business models are running out of steam. Do you really want to think of something new? Then you have to bring different people, skills and experiences together. Only then can you make a difference and come up with real innovations. And that calls for network leadership. Some issues can only be solved through close cooperation between government, education, science and business: the Triple Helix. Think, for example, of energy transition.<\/p>\n

What is network leadership? <\/strong><\/h3>\n

Network leadership is best described as leadership performed in a network environment. This may involve one or more network actors or external parties. The exact leadership role and its distribution are highly dependent on the context: the situation and the desired network outcomes.<\/p>\n

6 barriers to network leadership<\/strong><\/h3>\n

It all links very logically and nicely.
\nBut why do 70 to 80 % of network collaborations fail<\/u>
\n<\/a>? What is holding back organizations from embracing the new network leadership mindset? Five barriers that get in the way of network leadership (and that I’m sure we all recognize):<\/p>\n

1. Unwillingness<\/h4>\n

We don’t dare to work together in networks. For fear of losing our competitive edge. And for fear of losing control of our own brand or silo. Companies that have absolutely no desire to share their knowledge. Collaborations between GPs and medical specialists that don’t get off the ground because they are afraid of losing data, income and\/or market share. Too bad.
\nBecause research shows that a network approach in healthcare leads to better quality and lower costs.<\/u>
\n<\/a>.<\/p>\n

2. Fragmented funding<\/h4>\n

Another fear is having to work with critical allies who are doing similar work in a competitive funding environment. Take healthcare for example. Everything is funded in separate silos: primary care, hospital care, mental health care. This fragmented planning and control provides false security. Because if you add it all up, it appears that this structure leads to increased costs. A good solution is to finance the care in an integrated way. But no one dares to take a stand.
\nAnd so care continues to be organized on the basis of a fragmented funding approach.<\/u>
\n<\/a>. This hampers cooperation in networks.<\/p>\n

3. Hierarchical management<\/h4>\n

If an employee has a new idea or wants to develop something, he must first go to his team leader for approval. And then to the head of the organizational unit. Before the employee can start working, it takes three weeks. That doesn’t exactly encourage creativity and out-of-the-box thinking. Organizations must therefore move away from such hierarchical management principles.<\/p>\n

4. Standardization reflex<\/h4>\n

You can see this in many organisations, such as banks and insurers: the work is protocolled, standardised and laid down in standard processes and procedures. And often the financing hangs in the balance, as it does in healthcare. The question is then: do these processes match the needs of the customer? This is a significant barrier to network leadership. Tricky to solve.<\/p>\n

5. Short-Term Focus<\/h4>\n

We live in a society where we are judged by results. As a result, organizations focus too much on short-term results. If you want to work on innovation, you will have to have a long-term horizon. Place the people who need to drive innovation in your organization in a separate stand-alone business unit.<\/p>\n

6. Lack of ownership for the real social issues<\/h4>\n

Many organizations have a one-dimensional focus on profit and\/or cost reduction. But it is no longer just about the return-on-investment of an organization. It is at least as important for an organisation to work on and be aware of its
\ncorporate social responsibility (CSR)
\nand has an eye for its social role in society.
\nIn the absence of this broader focus, inequalities in prosperity and opportunities for people are the result.<\/u>
\n<\/a>. Ultimately, as a business, you lose customers. And in the long run, maybe even beat modern organizations that do this well. Just look at the traditional banks and the finetech banks that are slowly taking over this market.<\/p>\n

No power, yet influence<\/strong><\/h3>\n

The word “power” has a negative connotation. We quickly associate it with hierarchy and authority. And with the forcing of tasks. Such a coercive leadership style no longer works in most organizations. Because the challenges we face in our society and organizations are simply too complex. With network leadership, you have influence without exercising power in the traditional sense of the word. Network leadership is much more about influencing, with relationships as the basis. Network leadership also contributes to people developing their own innovations and organising themselves in a different way regardless of place (and time). And working together to develop new ideas.<\/p>\n

In this sense, network leadership is in line with the concept of value-creating leadership, which is not only about the economic interest, but also about the social and ecological interests. The leader is no longer the big boss, but he ensures that employees take their responsibility, go along with the rapid changes and can do their job. No power, still influence.<\/p>\n

Do you want to know more about value creating leadership? Then download the ebook Leadership in the Economy of Value below. Or
\nclick here<\/a>
\n<\/span> for our leadership training courses.<\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

Network leadership – 6 barriers to overcome Let’s face it: […]<\/p>\n","protected":false},"author":3,"featured_media":7701,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[50],"tags":[],"class_list":["post-9592","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-care-innovation"],"yoast_head":"\nNetwork leadership - 6 barriers to overcome<\/title>\n<meta name=\"description\" content=\"Do you want to bring about innovation? Then you have to bring people and skills together. That calls for network leadership. What is it? 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