Baldwin and Winslow truly get how social change happens. What they also get – because they’ve lived it – is the developmental journey that system leaders must go through to become effective at this work. This is a journey that’s both inward and outward facing – and one that typically advances through the use of powerful tools that support system leadership.

As a collective impact practitioner, what other capabilities and tools have you found to be helpful in catalyzing collective leadership? What advice do you have for other Collective Impact Forum members who are attempting to develop their system leadership skills? We look forward to hearing from you.

The difference between 'collective impact' or non-profit
Automatic Production Line is not only in the mission but also in the fact that corporations focus intensely on results (shareholder value, items sold, overall profits, etc) and collective impact organizations have notoriously focuessed too much on process. The problem with many corporate investors in collective impact is that they often have 'visionary leadership' in the form of one person but wherever there is public accountability, this responsibility is distributed amongst many leaders.

This can be very exciting if they are all on the same page or an exercise in futility if they are not. Human beings being human beings, we need to ensure that incentives for change are built into all processes so that people are reinforced for progressive behaviors and not expected to become sacrificial lambs for a cause.

In collective impact we are also usually trying to change a mind set amongst the general population, which takes time, hard work, partnerships and marketting efforts, unlike the corporate relationship which is generally between companies and their customers. I am always amused at corporate executives who run fabulous profit-oriented businesses but get frustrated and confused when dealing with collective impact and the multitude of stakeholders.