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Persian Gender Network An Experiment in team leadership

Persian Gender Network An Experiment in team leadership. Nadereh Chamlou Senior Advisor, World Bank. Persian Gender Network. Established as a parallel to the Arab Gender Network of CAWTAR 2004 : Launched and housed in Tehran University

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Persian Gender Network An Experiment in team leadership

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  1. Persian Gender NetworkAn Experiment in team leadership Nadereh Chamlou Senior Advisor, World Bank

  2. Persian Gender Network Established as a parallel to the Arab Gender Network of CAWTAR 2004 : Launched and housed in Tehran University 2006: Moved to CAWTAR – operating from outside through various groups inside Iran 2008: Start of UN sanctions, restrictions on working Iran Mission: Build a multi-disciplinary community of practice on gender issues in Persian speaking countries.

  3. Funding and Reporting lines at arms-length CAWTAR World Bank PGN

  4. Challenges • Individual centered leadership led to inclusion of some, exclusion of others • Discontinuity because of government changes • Discontinuity of location • Funding expires in 2 years • Divergent views and fragmented associations Opportunities • Experimentation with pluralistic flat structure • Independence to determine own agenda • Build virtual networks regardless of location • Urgency -- now or never • Building bridges and alliances – a model for the society we want to be in

  5. Framework Public Value (Vision/mission) Serve diverse stakeholders Serve diverse causes Support (Resources) Re$$$ources Partners Stakeholder Capacity (Skills) Teams Competencies Technology Actions can be mobilized if 2 out of 3 spheres are present, ie with vision and resources, it is possible to find the right skills; or vision and skills can attract resources; or skills and resources can produce vision. It is less possible to move forward only with one of the three ingredients – for PGN we had small amount of resources and a vision of what the network should be. The task was to assemble the right skills to make the network function.

  6. Alignment – when all three spheres support and interact each other Public Value Capacity Support/ Resources

  7. Team building state: developing a joint Public Narrative ME Why am I here? What do I want to achieve US/THEM What do we have in common? What vision can we shape together? NOW What is the urgency of acting now together???

  8. Building a Community of Practice -- Model Sustains energy, renews interest, trains novices, finds a way to gain influence Typical activities Set standards, define learning agenda Find value in learning activities and design a community Maturity Discover common ground and imagine a community Assess Impact Growth Community developed. Acts as steward of its domain Formation Legacy Concept Forms agenda, has outputs. Members come together and launch a community Let go or Be absorbed into new agenda Lose network of people with similar issues and needs Stages of process Timeline 2009 2009 2010 2011 2012

  9. Activities by stages Concept:Two Roundtables to build up membership. Collection of ideas. Formation:Initial website. Mission statement: Promote women’s employment, self-employment and entrepreneurship Growth:Defining participation mechanism. Seed money for research. E- library. Conferences. New funding sources. Competition for papers. Maturity: Deepening of products and membership relations. Legacy:Evaluation. Documentation. Website. Website….Website….

  10. Challenges • Trust among members – different political views • Keeping a flat structure – tendency to go back to centralized decision making • Time limitations – everyone is working on a voluntary basis

  11. Thank you

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