10 Steps to Establishing Effective Staff Networks

ByRasheed Ogunlaru

Rasheed-OgunlaruMy Top 10 Step Guide to building an effective network that serves and empowers BME staff.

Whether you seek to establish a strong network for the first time or are looking to add impetus, engagement or effectiveness to build or develop an existing one you need to be strategic, effective, creative – and also authentic, valued and needed.

Here are my Top Ten Tips which I delivered at a National NHS BME Network conference in London where the issue of building, starting and improving existing staff networks is especially key as concerns about ethnic minority staff facing poor career progression, discrimination and even racism are very high on the agenda.

  1. Context:

First of all you need to step back and look at the big picture:

  • Who are you?
  • What is your organization?
  • What are its aims – and whom does it serve?
  • Where is it at?
  • What’s working and what’s not?
  • What are the broader political, social, cultural, economic and technological factors that are at play within your organization and in the community, or wider world in which it operates?
  1. The need / issues:

Now step back again and specifically what is it that you are trying to achieve, who / what for and why – and how might one and all benefit? Before you act explore:

  • What are the issues for staff and the organisation?
  • What are the specifics?
  • Where’s the evidence? Research and map this out and produce a short paper on this. You may need to have qualitative (real life individual cases) and quantitative (overall facts and stats). Is there information out there already, for example in staff surveys, staff groups, HR, union representatives. Survey, research and evidence are key.
  • Take a reading of where staff are at and what they want and need. Do not assume.

Now develop a ‘business case for your network based on the costs (not just financial) and benefits of developing a staff network. Money talks and  days lost and money spent on stress, absence, disciplinaries, harassment may be part of it – and what the benefits of what you propose may bring in terms of engagement, talent development and productivity are key.

  1. People & players:

Ultimately everything is about people, influence and relationships.

  • Who are the leaders, staff, management and personalities?
  • What’s the organizational structure?
  • What are their desires, fears and drivers?
  • Who will shape/create this network?
  • What leadership, accountability and constituency is required?
  • Who do you need in your network, with what skills and in what roles – based on points 1-3 above?
  1. Scope, structure, skills, strategy, sign-up:

Based on all we’ve already explored you need to consider scope and set it out in a document. You and your emerging team – as it should be now – need to specifically identify the role, purpose, responsibilities, structure, financing, independence, support and management of your network, and how it slots in with and works with the organisation. Governance and terms of reference and engagement need to be considered and developed.

  1. Support and buy in:

Without this your network will be like a drifting ‘rescue boat’ that is itself lost at sea. You need endorsement, support and buy in (ideally all three) from the top Chief Executive, board, HR, the organisation – and vitally the staff …especially those who you are serving. You will need to be strategic, resourceful, courageous, tough, tenacious, persistent and charming to achieve this from the start and throughout. Tap into best practice from other successful networks, organisations, resources, experts and the organization itself – as appropriate – to help you. Be mindful, considered and wise about how you go about it.

  1. Service / delivery:

Your network will only succeed if you are serving your BME members and delivering on what you say and set out to do. What will be the range of services and support you provide: meetings, talking shop, signposting, staff development and representation etc. It should be in line with scope/strategy. But then you need a clear timetable and programme.

  1. Leadership, Engagement and empowerment:

Your network’s core team will need leadership, membership and team appropriate to the task. You need people with the right skills, abilities, personalities, values, mindfulness and heart, set out from points 1-6 above. The key is gathering a team of people with differing skills and personalities, but on the same page heading to the same place for one/all. You need stars not divas when it comes to leadership.

  1. Communication/ information:

The nature, quality, extent and intent of communication is the breath or death of any relationship – and any endeavour involving two or more people.

Your network must clearly, crisply and compellingly set out who you are and what you do, why and what the benefits are for its members – and the entire organisation. You must effectively use he appropriate messages, mediums, how often, the right blend: email, representatives, intranet, road shows, presentations at staff meetings (don’t rely on one method). Be imaginative, innovative and resourceful.

  1. Equality, ethics, evolution:

Look within and reach out. Ensure that you have a clear set of values, ethics and principles that guide how you do what you do. It may be very powerful to articulate these widely. Many staff networks are about enabling and supporting equal opportunity. To evolve don’t remain inward looking but instead reach out, make connections in the organisation, in other organisations and to other networks. Much can be achieved with partnership, sharing best practice and collaboration. The events you run and attend may be an opportunity for this.

  1. Review, refine and resources:

Gather, monitor and assess your feedback and progress. Don’t be afraid to ask your members and others how they and the Network are doing, and how it and the blend of services that you provide can be approved. But also be sure to celebrate and communicate success, progress and developments. Be reflective as well as progressive. Step back in order to see where you’re at, where you’ve been, the big picture and to move forward. Everything will change: members, staff, the organisation, your environment, the economy, the political landscape, society and technology – accept this, embrace it, anticipate it and flow with it. If you do then your network will continue to have a purpose, place and value to your staff and your organization.

 

 

Rasheed Ogunlaru is an acclaimed life, business and corporate coach whose simple ‘become who you are’ approach has helped countless business owners connect with themselves, their businesses and their customers. His background spans over 20 years in coaching, training, media, PR and performance. Rasheed is the business coach partner to the British Library’s Business and IP Centre and business coach mentor to TiE UK. He is a highly sought-after public speaker and regularly appears in the media, including the BBC, The Times and the Guardian.

He is the author of ‘The Gift of Inner Success’ and ‘Soul Trader – Putting the heart back into your business.’ Kogan or Amazon

For information about coaching, motivational talks, or to order one of his inspiring books, CDs and MP3s visit his website or email him

Twitter – @RasheedOgunlaru

or call 020 7207 1082

 

 

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