Exploring Networked Leadership

I’ve started doing some research on leadership styles. I’m doing this because I’d like to break my historical pattern of only thriving while working independently and repeatedly floundering when stepping into roles that involve leading others.

The first book on my list is Impact Networks by David Ehrlichman. It serves as a guide for those seeking to “create connection, spark collaboration, and catalyze systemic change.” Ehrlichman has led some inspiring collaborative initiatives for various networks as a co-founder at Converge. He is also a co-founder of the Hats Protocol, an Ethereum-based software system that seeks to provide the “backbone for decentralized work.” I’ve been very impressed with what the Hats team has delivered so far.

Once useful framework from the book that has stood out for me comes in chapter 4. Ehrlichman describes four different network leadership roles.

• Catalyzers craft compelling visions

• Facilitators help participants find common ground and collaborate

• Weavers foster connections and deep relationships

• Coordinators organize a network’s internal systems to facilitate effective collective work

Sometimes a single person takes on all of these roles. Usually, different people step into different roles as the organization evolves.

I’ve found that catalyzing comes fairly naturally for me, and that coordination is something I’m gradually getting better at. Facilitating and weaving are areas where I struggle. I know these are skills I can learn with time, but in the short term it seems that it would be wise to find trustworthy partners who can take on these roles in the context of my current and future near-term collaborations.

My most important lessons will continue coming through real-world experience, not just consuming knowledge from books. Still, I believe it will be valuable for me to explore frameworks and approaches developed by people who have succeeded in an area where I’ve repeatedly struggled.