Collaboration: A Strategy for Surviving in Tough Times
It’s a new era. More of everything—from time, to energy, to money—seems needed. Can we do more with less? Yes, with the power of collaboration. Collaboration means bringing together people from sometimes vastly different sectors—grassroots groups, nonprofits, businesses, government agencies, economic classes, and ethnic and racial groups—to accomplish what no single power could on its own. But, working together has its challenges.
In this webinar, Fieldstone Alliance collaboration expert Sandy Jacobsen will help you think through whether or not collaboration is the best way to accomplish your goals.
Through stories and examples, you’ll see the power of collaboration to turn barriers upside down and inside out, so we can solve our problems with lasting changes rather than band aid solutions or pilot projects that fall apart with the latest round of budget cuts.
The pros and cons of collaborating during tough economic times.
What your true goals are and whether or not collaboration is the right strategy to reach them.
The three toughest issues in collaboration: building trust, leading successfully, and making decisions.
This course is the recording of a live webinar and contains the slides and full audio from the original presentation (including Q & A sessions). Only a reasonably current version of FlashPlayer is needed to run this recording (most computers already have this installed).
About the Presenter(s)
Sandy Jacobsen, Principal Consultant for Fieldstone Alliance, has 25 years of experience in cross-sector collaborations, capacity building, and organizational transitions in both for-profit and nonprofit organizations. She focuses on building the capacity of networks and communities, helping them plan, implement and sustain comprehensive initiatives that will bring them to scale.
Sandy spent many years in a leadership position in the financial services industry, involved in cross-sector relationships with corporate, nonprofit and government clients throughout the U.S. She served as president of two banks and launched a national community development initiative. Identifying the great need to share successful strategies between the sectors, Sandy transitioned to the nonprofit sector and stepped in as interim director of a nonprofit housing organization. She is able to apply her extensive practical experience to almost any challenge leaders and their organizations face.
Sandy has degrees in economics and psychology, and is a contributing author to A Funder’s Guide to Organizational Assessment.