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Building Alliances

Building Alliances. April 30 th , 2009 Tim Bolding, United Housing Inc. Agenda. What does ally usually mean? What should it mean? Why develop alliances? Who should be allies? What’s the difference between allies and confidants? What prevents development of allies?

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Building Alliances

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  1. Building Alliances April 30th, 2009 Tim Bolding, United Housing Inc.

  2. Agenda • What does ally usually mean? • What should it mean? • Why develop alliances? • Who should be allies? • What’s the difference between allies and confidants? • What prevents development of allies? • Process of building a relationship • Exercise • Next steps?

  3. Predatory Lending Bill Story • 6 years in the making • 40 groups

  4. What Does Ally Usually Mean? • Let’s work together as long as you do it my way • Let’s meet and talk and never take action • Let’s all feel good and never tackle tough issues • What else?

  5. What Should It Mean? • Reliable partners • Joint action on a common agenda • Opportunity to experiment with new ideas and approaches

  6. Why Develop Alliances? • Increase capacity • Gain specific skills and knowledge • Gain political clout beyond your immediate network • Decrease vulnerability

  7. Who Should be Your Allies? • Like-minded individuals • Related industry • Competitors • ENEMIES / OPPOSITION • Partners who are members of the “faction” for whom change will be the most difficult • Real partners who share the same goal (What is the goal?)

  8. Allies Vested interest Some shared interest Share a little For a while Safe on some things Confidants NO interest Only interested in you Share a lot For a long time Safe on all things Allies vs. Confidants

  9. What Prevents Development of Allies? • Fear of the “other” • History • Giving up autonomy • Lack of trust • Fear of change • Fear of loss

  10. Process of Relationship Building Attention Interest Exploration Exchange Commitment

  11. Who are your Allies? Out of “your” Loop Casual Current Core Categories • In your camp • Related • Competition • Opposition • Those who don’t want to change • Others with different constituents

  12. What to do next • Build relationships • Think politically • Keep the opposition close • Learn how to learn • Be willing to accept mistakes while learning • Push leadership down • Replace self-centeredness and institutional ego with real partnerships

  13. Your Role as a Leader • Tell the new story • Model the changes • Control the pace • Reward progress • Remember – I might be part of the problem

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