The rise of the in-house women’s network over the last few years has been remarkable. I watched them grow from informal gathering of a few colleagues to being influential partners to the organisation. Having chaired a number of networks myself, I understand their challenges and often work with network committees to help them identify their purpose and set strategy for maximum impact.
Here are a few tips of my own to the running of a successful, influential network:
DO have a strategy
It is difficult to have impact without a clear strategy. A clear strategy makes it easier to ask for resources and to attract volunteers. Network leaders should identify the network’s purpose, set goals and determine how they are going to achieve them.
DO represent the grassroots
One of the great benefits of a women’s network is that it is squarely rooted in the junior and mid-levels of seniority within the organisations and understands the challenges of women at those levels (e.g. need for flexible working, appreciation and promotion transparency). Networks listen and represent those challenges up the chain, providing an essential and often-lacking communications channel between management and team members.
DO provide safe spaces
Networks are great at providing a forum for discussion of stimulating topics that may not get aired, such as what it takes for women to thrive or how to treat others so they feel valued. One crucial function, therefore, is to hold that space for members so that they can discuss challenges, apprehensions and experiences in a judgment-free, supportive environment. Whether it’s by hosting lunch-and-learns on specific topics or running facilitated discussions, a safe space in which members can debate and think is worth its weight in gold.
DON’T take on too much
I frequently see networks attempting to deliver the work of another work function, like running soft skills training or helping deliver CSR strategy. While it’s great to cooperate, networks should set boundries between their responsibilities and the responsibilities of support functions. Networks are run by volunteers whose precious time should be spent delivering on their clearly defined and cautiously guarded remit.
DON’T exclude people
Some women’s networks resist opening their membership to men. In my experience, this is a mistake. Men who join gender networks identify with their agenda and want to help. It would be foolish to turn down members who are supportive and can help raise awareness. This is also an opportunity to model the behaviours you’d like to see, by treating others the way you’d like to be treated: welcomed, valued and included.
DON’T be afraid to ask for a healthy budget
As women, we tend to shy away from asking for a robust network budget, feeling undeserving or unimportant. As a result, we often pre-empt the outcome of a budget conversation with our own misgivings. Yet having a budget that allows networks to achieve their stated goals is crucial and empowering. Do what it takes by enlisting senior allies, collaborating with other networks and clearly identifying the commercial benefits of the network’s existence. Above all, don’t underestimate the value of your contribution to the organisation.
If you would like me to help your company’s network, please get in touch.