4 tips for creating successful professional networks
Professional groups can have a real impact on both members and the staff they represent – but they need to adhere to some key ideas to yield real outcomes, says this trust finance chief
Over the years I’ve been part of a number of informal and formal professional networks.
Some grassroots organisations, some funded by the Department for Education and others by professional bodies. Some I am still an active participant in and some I left because of a change in direction or the network quietly disappeared after a flurry of activity at the start.
This led me to wonder what it was that distinguishes the successful networks from those that do not seem to flourish in the way in which they were expected to.
1. The right leader
I believe the starting point is to ensure the network has a leader with a good moral compass, who is credible and committed to the network’s vision and outcomes.
The leader must be respected not only by the members of the network it will be representing, but also by the stakeholders it is engaging with on the members’ behalf.
This involves appointing someone with relevant background experience, transferrable skills and usually someone who is already experienced in taking the lead.
This figurehead must be proactive in staying relevant to the sector, clear in their continuous professional improvement and not afraid to identify when they need expert support in other areas.
2. Align on the mission
Decisions on the vision and mission statement of the network are fundamental. What is the ultimate goal? Is it support, training, advocacy? There needs to be clear strategic aims and an expected outline for how they will be achieved.
It may be that the strategy may change slightly as the network becomes more established, but the overall vision and mission statement should remain sound.
Without this, a network can become directionless and flounder.
3. Funding and volunteers
With the right leader and mission statement, it is then about building and growing the network - something that at first will possibly require volunteers.
No doubt many will be willing to help but what starts as a voluntary couple of hours once a month can quickly grow to require a daily commitment and so it’s important this goodwill is not taken for granted.
That is why seeking funding - either seed funding from a professional or government body, or sponsorship - is worth considering, and in time considering paid-for membership.
Historically, the DfE made funding available for setting up networks for school business professionals, although, in today’s financially challenging landscape, such funding might only be reserved for newer initiatives.
As the focus on growing trusts continues, networks offering an unlimited or structured group annual membership are likely to be considered better value for money than those charging per school or per person.
In time, you may also find suppliers keen to sponsor events and research - but the network must be discerning in who it accepts support from and not be afraid to reject offers if there is not an alignment.
Remember, too, if the network does grow, you’ll need to think about marketing, events organisation and IT skills to run websites or take fees, so consider this in any planning stages.
4. Good governance
Leadership of all networks needs clear governance.
This means forming a body of diverse people unafraid to challenge the strategy and direction of the figurehead and the wider group to ask questions, such as:
Is the leader developing the work in line with the needs of the body of people it represents in a balanced and effective way?
As the network grows, are the network leaders being an accurate voice for their members?
How are the views of the network gathered, and how often are they consulted on the issues that require solutions?
It is also important the group fosters a culture and format where all members can feed back on work being done, contribute to plans and strategies, and feel they have a voice - rather than being presented with a plan they have no say on.
An important job
Ultimately, whether a network exists to support an overlooked, under-represented minority, or advocating the views of a larger majority, it’s all about balance.
Leaders must ensure they listen to the members, maintain a clear alignment with the original mission statement and are aware of their voice, but also have the confidence to lead it forward and make key decisions when required.
It’s not easy but it’s important work - after all, networks only exist because of the willingness of those involved to give their time and input behind the scenes in an effort to drive change in education for the greater good.
