Collaboration is King: Break Down Silos to Increase Your Impact

Alright, stop, collaborate and listen: Heather’s back with a brand-new invention.

It’s called collaboration. Kidding! Collaboration and organizing ourselves into hierarchies and bureaucracies are concepts as old as humans. However, nonprofit organizations often fall into the trap of operating in silos and developing the mindset of “I alone can fix this.” Mind you, this is not a mindset born out of hubris but one often necessitated by circumstances. Nonprofit leaders are tasked with addressing complex social issues while simultaneously fundraising and managing grant reporting requirements.

Nonprofit staff are busy and do not always have the time to pause their mission-driven work to create an operational system that reflects their values of openness and inclusivity. Silos are sometimes an indicator that leaders and staff are burned out and spinning their wheels internally, leaving no time to build the relationships required for collaborative networks.

We all know the importance of collaboration—so prolific even Vanilla Ice expounds on it. But why is it essential? The problems in our communities are complex and interconnected. Social determinants of health compound one another, requiring solutions that are just as layered and dynamic.

Public administration expert Don Kettl emphasizes that the successful leaders of tomorrow will demonstrate an extraordinary ability to collaborate, remain flexible in the face of new information, and create buy-in among diverse stakeholders. Organizations operating within collaborative community frameworks are more adaptable to change. The intricate web of communication channels in collaborative systems enables swift responses to external events such as political shifts, economic uncertainty, and disasters. This adaptability ensures organizations remain agile in a constantly changing environment.

But with the intense demands of running a nonprofit, engaging with community partners—not just donors—can feel like yet another task. How can you create the structure needed internally to focus outwardly?

First, cross-train your staff. Providing training and support to administrative staff in grant reporting can free program staff to engage more actively in community activities. By streamlining administrative processes and delegating tasks efficiently, agencies can maximize the capacity of program staff to participate in community initiatives, increasing visibility and relationship capital.

Organizations should also maintain and operationalize lines of communication with community partners to foster transparency and build the relationships and trust needed for collaboration. For example, ask program staff from partner organizations for input on your agency’s strategic plan or legislative agenda. Building rapport by valuing their input and expertise is a “chef’s kiss” best practice. Including community partners—especially representatives from your service population—in your planning process strengthens collaboration.

Collaborative frameworks should include partners from diverse sectors such as businesses, schools, healthcare providers, advocates, law enforcement, local government, childcare providers, early education organizations, parents, and service consumers. While this isn’t an exhaustive list, it highlights the types of stakeholders who should have a seat at the table.

Think outside the box! Share your events and work on local subreddits, host listening sessions to learn what your partners need from you, and publicly celebrate the wins of your partner agencies. Being a good partner begets strong partnerships.

“But Heather, the task forces! There are millions! How do we decide where to participate?” I hear you. Your feelings are valid—there are a ton of task forces. Limit participation to initiatives that align with your programs and mission or build your network. Don’t overlook your local Chamber of Commerce or economic development agency.

Managing expectations is just as important as participation. Many task forces require long-term commitment and may not yield immediate results. Set realistic expectations and communicate openly with partners about your capacity and limitations. Recognizing that your agency is part of a broader network and prioritizing community engagement will position you for the flexibility and adaptability needed to weather any storm.

Now take my hand, and let’s do this together. If there’s a problem, yo, we’ll solve it. Check out the hook while my task force resolves it.

Ice, ice baby.