In the United States the values of individualism and independence are deeply engrained into our culture, everyday activities, and characterizations of success. However, one could argue success is rarely, if ever, attained on an entirely isolated path. Achievement is born out of leveraging the power of collaboration and interdependence to propel us toward our goals. When applying this concept to mission achievement in the nonprofit sector, three types of collaborative approaches will be explored:

1. Internal: Connectedness among staff, board members, and volunteers within an organization.
2. External: Partnerships and collaboration with other professional entities within the nonprofit sector and beyond.
3. Community: Building relationships and increasing engagement from members of the public.

Internal

Developing talented and enthusiastic teams with the right people is vital for a nonprofit to advance toward their mission. To determine who is the right fit, organizations must have clear goals and be firm in their pursuit of finding people with the skills and passions necessary to achieve these goals. In Frances Hesselbein’s article “Managing in a World that is Round” she stresses that traditional structures of leadership which place emphasis on hierarchies and authority must be abandoned and instead develop organizational structures which empower and encourage stakeholders at every level to share their ideas and to lead from wherever they fall within the framework of the organization. Leadership should be seen as a mutually beneficial relationship where both the leader and the follower have something to learn or gain. When collaboration and interconnectedness are prioritized internally, these norms will transfer to collaborative efforts externally with other professionals and with the communities the organization aims to serve.

External

Interorganizational networks provide many benefits when it comes to progressing toward nonprofit missions. These professional networks can consist of nonprofit, for-profit, governmental, and other professional entities. These diverse perspectives can bring valuable insights and resources which can be accessed by organizations engaging in such networks. Partnerships, both formal and informal, lead to mutual benefits to all parties involved if all are committed to progressing toward combined objectives and community change. There must be norms within interorganizational networks which outline the equity of all parties involved and an understanding that the power of many joined together in pursuit of a common goal far outweighs the power of one. 

Community

Nonprofit organizations can connect with communities in unique ways. Philanthropy is a term often used to describe monetary donations; however, it should be seen as a much broader concept that is accessible to all. Philanthropy can be as simple as offering emotional support, volunteering time, or offering your skills to help propel a nonprofit toward greater community impact. Anything that supports communities should be acknowledged as a valuable contribution, regardless of monetary value. Nonprofit leaders must prioritize connecting with members of the populations they aim to serve to gain a genuine understanding of the barriers they face. Messaging and initiatives should be centered around the experiences of their target populations in a way that lifts their voices and promotes inclusiveness. Meeting members of the community where they are and empowering them as leaders can increase civic engagement and not only propel individual nonprofit organizations toward their missions but also create lasting community change. 

Takeaways

Establishing collaborative practices internally within an organization, externally with other professionals, and inspiring community engagement could transform the nonprofit sector. These efforts not only have the power to aid in nonprofit mission achievement, but it could be argued that meaningful interconnectedness can increase the empathy and understanding we have of others within our communities. This could redefine aspects of cultural norms based on individualist ideals and shift toward foundational values of compassion, cooperation, unity, shared social responsibility, and acceptance of the synergy necessary to amplify the collective impact of many. Through resource sharing and teamwork, we can amplify the power of interdependence to best serve our target populations, meet organizational or collective goals, and contribute to lasting and widespread positive community impact. 

Brigit Barstad is a 2024 graduate of the Masters of Nonprofit Leadership and Management program at Arizona State University. She has a Bachelor of Arts degree in Psychology from Saint Cloud State University. With more than a decade of experience in the human services realm of the nonprofit sector, Brigit possesses a deep passion for advocacy and harnessing the power of collaboration to create meaningful community change and lasting positive impact. Currently, Brigit is the Program Director at a Center for Independent Living based in Anchorage, Alaska and leads programs dedicated to empowering individuals with disabilities to lead self-directed lives while also engaging in work which promotes inclusion and the development of accessible, interconnected, and supportive communities. 

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