Part 1: Opening pathways for conversation
Introduction
Trust Based Philanthropy has been a hot topic on the global stage of recent times, with a great deal of conversation, debate and writing on what this concept means, and what it entails in terms of our approach and engagement style within the social development space.
Building on the emerging and strengthening partnership between IPASA and the National Association of Social Change Entities in Education ( NASCEE), and supported by DBE-E3, which represent (in at least some part) some of the component partners in this debate, we decided to hold a series of multi-located workshops with members of both organisations to engage in conversation on what this concept means within the South African context.
We firmly believe that this topic should not be focussed on only one component part of the system of social changemakers (i.e. the grant maker/ philanthropic component), but rather that we should be engaging in vigorous and committed conversation as a sector as to what Trust-Based Partnership means to us – partnership that entails a high degree of reciprocity, mutual respect and commitment, and deep alignment around the essential purpose and intent of our work together. We have thus decided that in our context, we would like to maintain a clear focus on Trust-Based Partnership as our goal – what it means to us as a sector, how we create the conditions in which it can be developed, what works and what doesn’t work in terms of fostering this attitude of partnership, and how we can practice and progressively develop our capacity to engage in trusting and effective relationships with one another.
These workshops look at aspects of Trust Based Partnership as detailed below and are aimed at starting an ongoing deep conversation which has the potential to shift the sector, if we remain in conversation and seek additional ways to build our capacity, willingness, and resilience to hold onto the hope of trust-based partnership as a core operating model for the sector.
“Trust based partnership entails two or more entities collaborating around shared values and goals and working together in close and genuine partnership. Like a rainbow, trust develops as part of the process, not upon delivery of the end goal.”
We firmly believe that this topic should not be focussed on only one component part of the system of social changemakers (i.e. the grant maker/ philanthropic component), but rather that we should be engaging in vigorous and committed conversation as a sector as to what Trust-Based Partnership means to us – partnership that entails a high degree of reciprocity, mutual respect and commitment, and deep alignment around the essential purpose and intent of our work together. We have thus decided that in our context, we would like to maintain a clear focus on Trust-Based Partnership as our goal – what it means to us as a sector, how we create the conditions in which it can be developed, what works and what doesn’t work in terms of fostering this attitude of partnership, and how we can practice and progressively develop our capacity to engage in trusting and effective relationships with one another.
These workshops look at aspects of Trust Based Partnership as detailed below and are aimed at starting an ongoing deep conversation which has the potential to shift the sector, if we remain in conversation and seek additional ways to build our capacity, willingness, and resilience to hold onto the hope of trust-based partnership as a core operating model for the sector.
“Trust based partnership entails two or more entities collaborating around shared values and goals and working together in close and genuine partnership. Like a rainbow, trust develops as part of the process, not upon delivery of the end goal.”
The Mystery and Misdirection of Language
In the realm of trust-based partnership, as in so many other areas which become topical and which are spoken about with the increasing use of “buzz-words” (popular or politically correct phrasing), meaning can easily become lost in the repeated use of specific words. If we do even a cursory examination of the literature and the discussions around the topic of Trust Based Philanthropy, we can see that different people and groups are often speaking at cross-purposes to one another – and using the same term to define very different concepts.
For this reason, it is imperative that we, in our own context, take the time and the necessary effort to clearly articulate and define what it is that we mean by the use of specific language, that we ensure that we either hold common definitions in our use of specific words, or that we at least clearly understand what our interlocutors mean by their and our use of words.
When we fail to do this, language can easily become a maze of assumptions and misunderstanding. The time taken to slow down and to ensure that we are communicating our intended meaning, checking our assumptions of the other party’s meaning, and practicing excellent listening skills, will prove invaluable in creating solid foundations when seeking to enter into trust-based partnership with another person or entity. Likewise, time taken to ensure that we are understanding each other’s meaning, and not just our own assumptions of what words mean, may allow for us to step away from potential partnerships where it becomes clear that purposes and ways of working do not align.
“Pay close attention to the intentions of the heart – the “why,” the “how” and to transparency in communication and sharing. Communicating clearly facilitates trust.”
The Crucial Role of Communication
This commitment to excellent communication skills does not end at the outset of a partnership, but rather forms an essential structure upon which the partnership should be built. The intentional and regular creation of spaces for communication and engagement, sharing of values, intentions, meaning and purpose, is equally important. Pragmatic conversations about the ways in which the partnership is unfolding and the hopes and plans of each party can ensure that many a partnership, which would otherwise flounder, is given the opportunity to fortify the levels of trust in existence between the parties within it. Such conversations also help to clear the air of potential misunderstandings early on, and to deal with hiccups in the road in a manner the strengthens rather than depletes trust.
“Open communication is essential and include ongoing engagement and conversation Clear communication around expectations and accountability; not making assumptions (and checking those you may have made); talking and discussing grey areas that may arise openly; and sharing problems quickly and honestly Share the onus to communicate often and well with one another.
Strong partnerships recognise this and will create a rhythm and structure for regular and open communication. Such a rhythm may be regarded as a reflective cycle in which the focus of attention is less upon the projects which the partners may share, and more upon the relationship which underpins the work that they do together. Strong, honest, and clear relationships build trust – which is more likely to lead to effective and joy-filled work together.
The Treasure We Seek Lies Within
So often in a sector such as ours, where different partners tend to occupy specific positions and roles, we hear the members of each grouping complain about behaviours of the ‘other’ grouping that damage their ability to form trusting partnership.
Ironically, the most powerful step that can be taken towards building trust-based partnership is to redirect one’s attention onto oneself and one’s own organisation. The intentional and clear examination of one’s own purpose, intentions, objectives, values, and ways of working (culture) – both as an individual, and as an organisation, put one in a far stronger position to articulate and express these. Once both partners understand their own essential characteristics better, they are better able to communicate these externally, and to look for qualities within intended partners that align with and complement their own. Too often there is an assumption that others know and understand what an organisation stands for, and likewise an assumption that organisations doing similar work have a similar ethos, without attention and time being taken to ensure that this is the case. This may be true internally within an organisation too. Taking time to be clear on one’s purpose, values, and culture, and to be explicit on communicating these to the organisations with which one hopes to partner, can save a lot of pain and trauma in the longer term.
Doing the inner work, actively seeking out brave and aligned partners, re-examining oneself and one’s organisation, and being willing to be challenged, heighten the possibility of the development of strong and lasting trust-based partnerships.
“Trust starts with me”
“Trust is facilitated when we take time to do deep dives into knowing the individuals and organisation, establishing connection and values, understanding the mutual needs and values of working together, and developing common goals. For relationships to develop, partners need to see and hear each other, and understand context.”
Taking Time – Breaking Bread and Finding Pathways to Togetherness
Projects and effectiveness are important. However, in the rush to design and implement projects, and in our tendency to become consumed with the “what” of our work, we frequently forget to make time for the “who” and the “why.”
Becoming more conscious and intentional about carving out sacred spaces for refocussing on the why, and reconnecting with the who, is the basis of establishing deep, high quality and enduring connections, allowing for trust and a sense of true partnership to grow.
Ways in which partners can create spaces to attend to these elements of “why” and “who” include being intentional in scheduling regular (perhaps quarterly, or even more frequent) sessions to connect for the purpose of relationship first, project second. Ensuring that in every engagement which partners have together, attention is paid to checking in on the people with whom they are in partnership also supports deeper and more trusting levels of connection.
“The time and experiences that partners have with each other, their experiences of each other’s actions, behaviour, and communication, are what lead to the development of trust. This supports the establishment, increasing alignment and sharing, and deepening of values over time”
Past Person to Organisation
We are accustomed to understanding trust as being between two or more people, who have invested in developing a relationship of transparency, honesty, care, and courage with each other. Transitioning the concept of trust to an organisational context may seem foreign to us. Indeed, being relational, trust always requires that attention is paid to the human beings within an organisation – yet it is also possible to build levels of trust that include an organisation as an entity in its own right. Like interpersonal trust, organisational trust relies upon the consistency and quality of the interactions taking place between two organisations. Communication both within, and between, organisations is key. Placing value on ensuring that regular and consistent channels for communication remain in place facilitates the development and maintenance of organisational trust.
Building multiple bridges of communication and connecting human beings at multiple different layers of the organisation assists in strengthening collective trust and aligning values and cultures of the different organisations. Clarity on the degree of engagement, reciprocity, and the anticipated duration of relationship between the organisations will also assist in determining the degree of attention and effort that needs to go into building strong shared relational underpinnings. Purely transactional, task-orientated, and short-term organisational engagements do not necessarily require the same level of trust building that long term, collaborative and co-creative projects will.
In Part 2 of this invitation into conversation, to be published in the September newsletter, we will consider issues such as Care and Accountability, Partnering Beyond Finance, the Dark Side of Trust, and the importance of Reciprocity and Expanding Consciousness. Looking forward to continuing the conversation then!
First published in the IPASA newsletter