What are the key skills and competencies for cross-sector partnership leaders and teams?

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Cross-sector partnerships are collaborations between organizations from different sectors, such as business, government, civil society, or academia. They can offer innovative solutions to complex social and environmental challenges, such as climate change, poverty, or health. However, they also pose significant challenges, such as aligning diverse interests, managing conflicts, and ensuring accountability. In this article, we will explore some of the key skills and competencies that cross-sector partnership leaders and teams need to succeed in this dynamic and demanding context.

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1 Understanding the context

The first skill for cross-sector partnership leaders and teams is to understand the context in which they operate. This means being aware of the political, economic, cultural, and institutional factors that shape the opportunities and constraints for collaboration. It also means being able to identify and engage with the relevant stakeholders, such as potential partners, beneficiaries, funders, regulators, or competitors. By understanding the context, cross-sector partnership leaders and teams can design and implement more effective and sustainable interventions that address the root causes of the problems they aim to solve.

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Karl Dakin

Capital Coach | Stakeholder Investor Campaigns | Design, Stage, and Manage or Support | Reduce Time, Money, and Risk of Raising Funding | Increase Probability of Success! | Opportunity Management
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Cross-sector partnerships are straddling a fence where the groups on each side of the fence do not understand each other even though an opportunity exists to collaborate. A cross-sector partnership may be between businesses in different countries, industries, or stages of maturity. A cross-sector partnership may be between an engineering team and a sales team. Each side of the fence must understand each other in order to build a successful relationship. The differences between the two groups must be identified and assessed in terms of their contribution toward or the presentation of a challenge against achieving a collaboration. A failure to appreciate the differences will lead to problems.

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2 Building trust and relationships

The second skill for cross-sector partnership leaders and teams is to build trust and relationships with their partners and other stakeholders. Trust is essential for cross-sector partnerships, as it enables mutual learning, joint decision-making, and shared risk-taking. However, trust is not easy to establish or maintain, especially when there are differences in values, goals, cultures, or power. Therefore, cross-sector partnership leaders and teams need to invest time and resources in developing and nurturing relationships, through regular communication, transparency, respect, and empathy. They also need to be able to manage and resolve conflicts constructively, by listening, negotiating, and compromising.

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Youssef H.

GTM Ninja @ <oneaway> | Top 5 Enterprise Clay & Instantly Partners | B2B Lead Generation With Cold Emails
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A lot of companies have different departments exactly like separate islands with their own challenges and barriers. When a critical project demanded cross-team collaboration, ONLY a visionary leader initiates regular open discussions, building bridges of trust. Over time, these bridges connected the islands together, ensuring smooth communication and shared success across them.

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3 Leveraging diversity and complementarity

The third skill for cross-sector partnership leaders and teams is to leverage the diversity and complementarity of their partners and stakeholders. Diversity refers to the variety of perspectives, experiences, knowledge, and skills that each partner brings to the table. Complementarity refers to the way that these different assets can be combined and coordinated to create more value than each partner could achieve alone. By leveraging diversity and complementarity, cross-sector partnership leaders and teams can foster innovation, creativity, and synergy. They can also avoid duplication, gaps, or overlaps in their activities and outputs.

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4 Adapting and learning

The fourth skill for cross-sector partnership leaders and teams is to adapt and learn from their actions and outcomes. Cross-sector partnerships operate in complex and uncertain environments, where changes and surprises are inevitable. Therefore, they need to be flexible and responsive to the changing needs and expectations of their partners and stakeholders. They also need to monitor and evaluate their progress and impact, using both quantitative and qualitative methods. By adapting and learning, cross-sector partnership leaders and teams can improve their performance, efficiency, and effectiveness. They can also generate and share new knowledge and insights that can inform future practice and policy.

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Youssef H.

GTM Ninja @ <oneaway> | Top 5 Enterprise Clay & Instantly Partners | B2B Lead Generation With Cold Emails
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Org departments are exactly like islands and every once in a while unpredictable storms symbolizing sudden market changes and emerging challenges During these times only good leaders can gather on a central isle to reflect and learn from their experiences to deal with the present situation effectively.

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5 Leading and collaborating

The fifth skill for cross-sector partnership leaders and teams is to lead and collaborate effectively. Leading in cross-sector partnerships is not about imposing one's vision or authority, but rather about facilitating and enabling collective action. It requires a combination of skills, such as visioning, strategizing, influencing, motivating, empowering, and delegating. Collaborating in cross-sector partnerships is not about following or conforming, but rather about contributing and co-creating. It requires a combination of skills, such as listening, communicating, coordinating, cooperating, and integrating. By leading and collaborating effectively, cross-sector partnership leaders and teams can achieve more than the sum of their parts.

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Karl Dakin

Capital Coach | Stakeholder Investor Campaigns | Design, Stage, and Manage or Support | Reduce Time, Money, and Risk of Raising Funding | Increase Probability of Success! | Opportunity Management
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Cross-sector partnerships commonly rely upon an intermediary who serves in the role of a diplomat, emissary, moderator, translator, and mediator. This person works in 'both worlds' of the members of the partnership with the ability to explain the position of each partner to the other. The intermediary should work to gain the respect of the other side. This may require travel, common working sessions, and building trust. The intermediary should step into problems as they arise to prevent them from expanding. They will need to gain some grant of authority from the leadership of each partner while maintaining a level of objective independence.

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6 Balancing accountability and innovation

The sixth skill for cross-sector partnership leaders and teams is to balance accountability and innovation. Accountability refers to the responsibility and obligation to report and justify one's actions and results to one's partners, stakeholders, and funders. Innovation refers to the ability and willingness to experiment and try new ideas and approaches to solve problems. Both accountability and innovation are important for cross-sector partnerships, as they ensure quality, credibility, and legitimacy. However, they can also create tensions and trade-offs, as they may require different mindsets, processes, and indicators. Therefore, cross-sector partnership leaders and teams need to find the optimal balance between accountability and innovation, by aligning their goals, expectations, and measures of success.

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What are the key skills and competencies for cross-sector partnership leaders and teams?

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1 Understanding the context

2 Building trust and relationships

3 Leveraging diversity and complementarity

4 Adapting and learning

5 Leading and collaborating

6 Balancing accountability and innovation

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