Effective Networking
and Partnerships
KASDORF
Networking &
Partnerships
12 Capacity Building Tools to Help Youth
Livelihoods and Decent Work Support Initiatives
Craig Young
Shane Gibson
Jamie Schnurr
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Contents
Acknowledgments ......................................................................................................................... 3
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Effective Practice Toolkit: Networking and Partnerships
Acknowledgements
This toolkit contains a dozen specific, integrated tools for effective practice in
building relatoinships in a strategically effective and efficient manner. It is only fitting
therfore that this comprehensive toolkit on relationship building was created as a truly
constructive collaborative effort in itself. This was truly a team effort based on an
example of a positive relationships between individuals from the public sector and
private sector coming together to contribute value to the final outcome.
A special thank you to Mr. Shane Gibson for his valuable insights, contributions
and dedication to the cause of our work. Without his contributions on behalf of his
company, Knowledge Brokers International, a South African based training and
development company with offices in Canada, this toolkit would not be as powerful and
valuable as it is.
We extend a special mention to Bill Gibson of KBI as well, as his in-depth
experience, knowledge and wisdom captured in the relationship building tools for the
private sector provided the basis and inspiration for many of the tools contained in this
workbook. Mr. Gibson has impacted millions of lives through his work, and now his work
will hopefully impact many more.
Finally, a special thank you to Mr. Takafumi Ueda, Senior Advisor of the
International Labour Office’s SEED Programme for his relentless encouragement and
support.
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Effective Practice Toolkit: Networking and Partnerships
1.0 Introduction
Pre-planning/Context Analysis
(Social/cultural, economic, policy/political environments)
Organizational Organizational
Pre-requisites Development (Leadership
& Management)
Organizational
Capacity
Strategic Networking
Entry point for Capacity
and Partnerships
Building and Opportunities
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Effective Practice Toolkit: Networking and Partnerships
Relationship building is both a dynamic and complex process. Yet, its purpose is
simple: enhancing opportunities and effectiveness. It provides an especially important
foundation for the UN Youth Employment Network’s (UN YEN) new approach to
developing youth employment and decent work opportunities, and its mandate to
support member countries in developing their youth employment action plans1.
Through this workbook, readers are provided with a toolkit that consists of 12
tools to focus and refine their investment of their resources in the relationship building
process.
The tools and processes contained in this workbook make up a comprehensive
toolkit that can help support initiatives focus on relationship building at two levels: (1)
the client/young person's experience/interactions and progress in his/her dealings with
the programme, from attraction and connection to the programme to the knowledge and
skills transfer process to after care (post-programme participation) (2) relationships with
other service providers, including donors, policy makers, practitioners, trainers, mentors
and others.
Before using this workbook, readers may find it helpful to review some key definitions.
1
http://www.ilo.org/public/english/bureau/exrel/partners/youth/recommendations.htm
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Effective Practice Toolkit: Networking and Partnerships
2.2 Objectives
• Determine what is important for programmes in having networks and
relationships
• Understand that having networks and relationships increase problem solving
capacity to meet challenges and seize opportunities
• Learn about building a programme’s ‘opportunity network’
• Learn to identify the key people who influence your relationships and
opportunities
• Understand the context of these people, in relationship to your context – and
the impact on your relationship and opportunities
• Understand that there are stages to develop a relationship with each one
• Increase the productivity effectiveness of investment in programme resources
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Effective Practice Toolkit: Networking and Partnerships
Time
Programme
Energy
Ability
Money
Reputation
Social Capital is a crucial asset for programmes because it
enhances the strength and sustainability of all other assets.
2
For more detailed information on the sustainable livelihoods model and framework, visit www.livelihoods.org. Source: DFID
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• Facilitates knowledge,
Human Capital knowledge sharing and
innovation
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For example:
• When people are already linked through common norms and sanctions they
may be more likely to form new organisations to pursue their interests; and
• Strong civil society groups help people to shape policies and ensure that their
interests are reflected in legislation.
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Effective Practice Toolkit: Networking and Partnerships
Collaborating
Networking Partnering
Critical
Build Connect Commit to
Effective Communities Assets Action
Capacity
Building
Practices: and Spirit of Focus
Partnership
Contacts Colleagues
Dynamics
Of the Informal Formal
Networking-
Partnership Communities Defined Relationships
Continuum:
Potential Commitment
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developing the relationship further. This kind of activity often creates unrealistic
expectations on both sides, and can contribute to an unproductive use of resources.
The stages of relationships are summarized below,
and presented in the diagram on the next page:
The upcoming exercise will help you explore your relationships with partners,
and hopefully gain new insights as to the real stage they are at.
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Effective Practice Toolkit: Networking and Partnerships
1. 2. 3. 4. 5.
Attraction Exploration Development Commitment Unity
Stage Stage Stage Stage Stage
TIME
Informal Formal
Networking Collaborating Partnering
The 5 Stages of Relationship Building adapted from Knowledge Brokers International (www.kbitraining.com)
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Effective Practice Toolkit: Networking and Partnerships
TOOL 1:
Evaluating the programme’s relationships and their potential opportunity for increasing the
investment value in young people
Is there a
Stage of Is the return on
Individual or Describe the Are there worthwhile
investment for
Organizational Relationship (3) opportunity
Focus/Nature challenges? young people
Partner to develop or
being realized?
(1) (2) Internal Partner’s (4) maintain it?
View View (5)
(6)
Partner A
Partner B
Partner C
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TOOL 1 EXERCISE:
This exercise requires a combination of both introspection, and tangible information and knowledge. Share this process with the
key individuals within your organization to learn from their insights and experiences. If possible, share this process with your partner(s)
themselves, as you will both have an opportunity to clarify the value you bring to each other, to young people and your community.
Refer to the concepts in the previous two diagrams to help you if you require.
(1) List each individual and organization with whom you have relationships in the column on the left. Indicate beside each
partner which core sector they are from (ie: public, private or civil society).
(2) Describe the focus and nature of your relationship with them. Briefly describe two important aspects (i) the purpose and
rational for your relationship (ii) the nature of the activities you are engaged in with them
(3) Indicate which stage of the relationship building process you are in with this partner. Also indicate which stage your partner
feels you are in. You can make an educated guess, however it would be more effective if you were to discuss this directly with your
partner. If you are newly established partners, it will serve you well to understand the various stages early on, so you can both engage
in guiding the relationship along. If you are already established in your partnership, you can also benefit by ‘checking in’ with your
partner. You might find that there is a disparity between your perspectives, which should warrant a clarifying discussion. Such a
disparity could mean each of you has unmet expectations, unexpressed issues, or undeveloped opportunities. If you are both ‘in synch’
with your perspectives, then you are likely in a positive position with each other.
(4) Next, indicate if there are any key challenges you have experienced currently or in the past with your partner. Briefly
describe the nature, cause and core elements of the challenges or conflicts. It is important to be clear, real and honest about them.
They will reveal to you some truths about your programme’s strengths and opportunities to grow and improve, and potentially untapped
opportunities to increase your return on investment in young people. If you find you have multiple challenges with your partner, you
may be at an earlier stage in your relationship. A general rule of thumb, if you have more potentially negative challenges in working with
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Effective Practice Toolkit: Networking and Partnerships
a partner, you are still working through the stages of your relationship with them. If you have more ‘positive challenges’ than negative
ones, you are likely farther ahead in the relationship stages.
(5) Indicate whether you feel the relationship you are in with this partner is contributing to value creation and increasing the
potential return on investment in young people. It is important to be real, honest and truthful about this answer. You must ask the
question, ‘who is this relationship truly serving’? Is this relationship ‘youth-focused’? Is it helping my programme build its capacity to do
so, or creating a drain on its assets and resources? Are my programme’s assets and resources being maximized for the benefit of
young people? At the end of the day, that is what really counts.
(6) Determine and decide whether there is a worthwhile opportunity to develop your relationship to the next level. If your
relationship with this partner is already well developed, and value is being generated for young people as a result, then determine what
you are doing, and can do more of in order to maintain the relationship you have. This final step in this exercise is a ‘Call to Action’ and
to be pro-active in your relationship building activities with those partners that you have determined to bring the greatest value and
return for your programme and young people.
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Methodology Activity/Focus
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Relationship
IDEA for Action #1 IDEA for Action #2 IDEA for Action #3
building practices
Proving that you have a
long-term perspective
in mind
Demonstrating
Integrity.
Improve with
knowledge, experience.
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Effective Practice Toolkit: Networking and Partnerships
planning activities. There are additional resources available to help you through
your programme’s strategic planning process. They are available at:
__________________ .
Planning to Plan
The Strategic Plan Checklist is intended to provide a brief review and overview
of the key elements of the strategic plan. For the purpose and scope of this tool and
materials, the full strategy is not required – however, we highly recommend that you
engage in a thorough SP process, and review if you have already done so. If you
require more information, assistance and support with the strategic planning for your
programme, we suggest the following:
1. Reference materials/web sites/toolkits
2. Contact other organizations
3. Contact Us (info@livelihoodspathfinder.org)
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Know what you would like to see happen for Does the
programme vision Invite team
young people’s livelihood opportunities? Is it members and
Vision, values and clear on its own desired picture of success? inspire others,
community
including the Y N
principles stakeholders to a
programme’s visioning exercise
Have clarity on its core values and principles? clients and donors?
Know what function it can best perform to fulfill Does the mission Invite team
the vision? members and
describe the
Mission / purpose community Y N
Who it will perform this function for? programme’s stakeholders to
How it will perform it? unique purpose? provide feedback
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Effective Practice Toolkit: Networking and Partnerships
Use TOOL 4 as a guidepost for strategic thinking and activity regarding your
programme strategy. It should remind you that the strategy process is vitally important
to your programme because it will help you maximize the effectiveness of your assets,
resources, and activities. Work through each component to refresh, re-design or write
the core components of your strategy. As you work through each one, check it off.
1. Know your programme’s opportunity and situation. In order to get a better picture
of your programme’s current context and capacity, and where opportunity lies, identify
and describe the assets, strengths, needs and challenges of your community, and in
particular the youth you are planning to serve, according to the following:
Social context
Economic context
Political/policy context
3. Your Mission/purpose:
• What core function is your programme intended to perform?
• Who will your programme perform this function for?
• How will your programme go about performing this function?
4. What are your programme’s strategic pathway options? What are the different
ways you can fulfill your mission and vision? For each strategic option, what is the:
• Function or role of the programme?
• Key target or focus of the programme’s function or role?
• The programme’s main approach for how this role will be played?
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5. What criteria did you/will you use to choose your strategic pathway?
Use the following categories as guidelines:
• Activities of other organizations
• Target group needs and assets
• Local and regional opportunities (ie: market)
• Available resources
• Internal and community assets
• Values, and desires of the programme team, supporters, donors and the
community
6. What are the primary goals for your programme? Based on the strategic pathway
you have chosen, or are likely to choose, write short, yet descriptive goal statements.
Each goal statement should relate to one key achievement for your programme over a
desired period of time.
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Leverage
Identify and competencies for
examine core opportunities to
competencies build social capital
through networking
Programme and partnership
building
3
Prahalad and Hamel, in their work on competence (G Hamel & C K Prahalad - Competing for the Future. HBS Press 1996.
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2 (ie: innovation 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5
skills and culture) 12 Add the total
ratings you have
3(ie: training assigned for each
11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 11.5 22.5 3 3.544.5 5 9 competency
skills) (Step 1)
TOTALS 21 19 15 55
11
Divide your total ratings
Core Competencies: (1)_________
5 2
(2)__________ 1
(3)__________ score by the number of
competencies you listed
Rank your competencies by score and (Step 2)
place them in order here (Step 2)
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Effective Practice Toolkit: Networking and Partnerships
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PROGRAMME
INTERNAL
(organizational) EXTERNAL (geographic location, and public, private and civil society)
Sustainability
Opportunity
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5. <your example>
6. <your example>
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CATEGORY
Pro-active
and High A=Absolute Higher Yield
Relationship and
Investment Effectiveness
B=Beneficial
Passive
and Lower
Relationship
C=Convenient Lower Yield
and
Effectiveness
Investment
D=Detach
“A” Partners
These are the existing or potential partners who absolutely can help you yield a
big return for your investment in assets, and increase your value contribution. These are
the partners that you cannot afford to lose and it is the group of partners that hold highly
visible and recognized value in the community. They bring your programme to a new
level or height in its status and potential sustainability, and most importantly, its own
effectiveness in making investments in young people. With this group it is an absolute
necessity that you determine who these partners and network members are and could
be and then put an action plan together to capitalize on a relationship with this group.
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This is the group with whom you most need to be pro-active in order to retain,
develop, regain and gain. You can afford the time and money to do relationship selling
and relationship marketing. You put in the maximum effort with these clients or
customers.
“B” Partners
It is beneficial to have relationships with these partners. Some relationship
building activity is needed but not at the same level or intensity as A accounts. You
have a limited amount of time and energy. The “B’s” are often partners who will grow
into “A’s”.
“C” Partners
It is convenient to have relationships with these partners if you have developed
convenient ways to handle them so they do not drain the scarce or limited assets and
resources you have.
“D” Partners
The D partners are those from whom you need to detach yourself. This group
could include clients who:
• Are not honest in their dealings with you.
• Create issues with you and your programme and your clients
• Require too much of an investment relative to the value and opportunity
they return.
A ‘D’ partner could be geographically out of reach, needs attention you cannot
give or seriously affects your operations in a negative manner.
Caution: Though you may think you are dealing with a ‘D’ partner, you likely
should not detach until you are certain there is no other alternative. Decisions cannot be
always be made with bottom line thinking. Programmes like yours are designed to serve
the community however, you have limited assets and resources to invest and you must
remember to utilize your assets for the absolute best return on investment.
Once the concept of ABC targeting is understood the next step is to come up
with your own criteria on what makes up an A partner, B partner, C partner or even a D
partner. The types of criteria are often different when dealing with the public sector,
private sector or civil society, as well as organizations and individuals from different
sectors.
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Category
Frame of Reference Rationale
(A, B or C)
1. Business Associations A
3. Local Council C
5. <your example>
6. <your example>
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1.
2.
3.
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TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 3):
Review the Source Areas and list the ones you feel would be most likely to gather existing or potential ‘B’ partners from.
It is okay to list industries that you also have in the A-Group from Step 2.
1.
2.
3.
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TOOL 7 (Action Exercise): Applying the ABC’s to Sources of Partners (Step 4):
Review the Source Areas and list the ones you feel would be most likely to gather existing or potential ‘C’ partners from.
Once again it is okay to list industries that were on your A list and/or your B list in Step 2 and Step 3.
1.
2.
3.
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Effective Practice Toolkit: Networking and Partnerships
4. <your example>
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4.
5.
6.
7.
Note: Information above is provided only as an example.
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Effective Practice Toolkit: Networking and Partnerships
4.
5.
Note: Information above is provided only as an example.
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Effective Practice Toolkit: Networking and Partnerships
1.
2.
3.
4.
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A’s
B’s
C’s
Instructions:
1. In the table above, list the names of your existing partners in the left column. Group them according to the A’s, B’s
or C’s. Then, after referring to the descriptions below, determine which relationship value creation strategy you feel
would be worth employing with this partner, and place a check in the appropriate square. Most of your existing
partners will fall into the Retain or Develop categories. Provide your reasons for your choice.
2. Then look at you’re ‘A’ list of potential partners, then the ‘B’s and then the ‘C’s. Which strategic category applies
the most?
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Effective Practice Toolkit: Networking and Partnerships
Retain
It is likely that the 80/20 rule applies to your programme’s context in a sense that the vast majority of the value and opportunity
you will be able to generate through network members and partners will come from a very small few.
These are you most important, most valued partners and associates. A programme cannot afford to lose any of these partners
because they represent the foundation of the value your programme provides, and existing and future opportunities for your
programme. It may take several new clients and a large investment to replace this loss.
The main focus with this group is to retain them through building a trusting, sharing and open relationship with them. They
provide the cornerstone of value and opportunity for your programme, and require a significant portion of your assets being invested
into your relationship with them. However, bear in mind that it is not strategically wise to invest too much of your programme’s assets
into these relationships without also having a significant portion also being invested into new other new or existing relationship that will
help you increase and build value and opportunity. Your programme must stay relevant and timely in its value offering to your clients.
As such your partners and network associates must also reflect where you want to go based on the demands of your clients.
Develop
These are existing partners who you feel you want to explore bringing out more value and see more opportunity to be developed
in your relationship with them. The goal is to develop this group. A relationship of some type is already in place with most individuals
and organizations in this group. This should be the easiest group from whom you could increase your value and opportunity and should
likely be the first group to explore new opportunities with.
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Effective Practice Toolkit: Networking and Partnerships
Regain
There are individuals and organizations with whom you may have had a relationship in the past, but for various reasons you lost
contact or the relationship ended. These are the potential partners that you may want to renew, redefine and revitalize your relationship
with because they are the ones you identify as worthwhile putting the time, energy, ability, money and reputation into, to generate more
value and opportunity. This group has had some experience with you and so they are familiar with you. This is a good group of potential
partners to focus on because in most cases, some type of relationship exists before you make the call.
Gain
These are individuals and organizations that your programme has never had a relationship with. They are network members who
have relationships with other programmes, have their own social capital capacity and influence on the activities and development of
young people, and may have potential to bring more value to your programme’s value contribution as well. These network members
may also have no connection to the network of youth livelihoods development agencies, however they have a potential contribution to
make to the whole, and you see the opportunity for their contribution.
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Categories
Current Partners Non-Partners
Retain Develop Regain Gain
A (Absolute)
B (Beneficial)
C (Convenient)
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Effective Practice Toolkit: Networking and Partnerships
One person may have more than one network role in different situations and
different times. In most cases, one particular role will be dominant in terms of its effect
on your relationship with your target partner, and potential opportunity you may realize.
For example, someone whose dominant role is a connector may also have a supporting
role as a navigator or persuader. Someone whose dominant role is a navigator may
also be a persuader.
2a.
2a.
1.
1. Knowledge
Knowledge
Navigator
Navigator Hub
Hub
2b.
2b.
6.
6. 2.
2. Expert
Expert
Connector
Connector Hub
Hub
The
The Ruler
Ruler
2c.
2c.
The
The Social
Social
Programme
Programme Hub
Hub
5.
5. 3.
3.
‘Opposer’
‘Opposer’ Persuader
Persuader
4.
4.
Protector
Protector The Key
Network Roles
It is also important to note that at different times in different situations people can
shift their network roles. Such role shifts depend on the contextual dynamics of their
environment, and the accessibility of opportunities. For example, A ‘navigator’ or
‘connector’ may shift back and forth with the ‘ruler’ role being more dominant,
depending on the situation. Each person has all the power player profiles contained
within them. Your challenges are to figure which is more prominent and strong.
The following exercise will help you identify and categorize the individuals in your
network in terms of their potential value contribution and importance to your
programme’s goals.
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TOOL 12: Gauging level of influence and importance (Use to repeat for Steps 1, 2 and 3)
Target Category (Organizational): (ie: ‘A’ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator 8
2. Connector 8
3. Persuader 5
4. Protector 5
5. Opposer 6
There is usually only one ruler – therefore they are assigned an
6. Ruler 10 automatic 10. If they are not a ruler, they will likley have a ‘0’
rating here.
*Influence rating based on 0-10, where 1-2 means little or no influence, 3-4 means this person portrays some influence in this role, 5-6 means they have some
influence, 7-8 means considerable influence, and 9-10 means this is the main role this person plays in the dynamics around building a partnership with this
organization. Conduct Steps 2 (focusing on B partners) and 3 (focusing on C partners) using this same approach and the worksheets provided.
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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Effective Practice Toolkit: Networking and Partnerships
Target Category (Organizational): (ie: ___ Group) Name and Position: _______________
Influence
Network Role Rating* Rationale
(0-10)
1. Navigator
2. Connector
3. Persuader
4. Protector
5. Opposer
6. Ruler
Total Score
General Influence Level
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