In out latest “Stories from Practice” issue we read about managing and measuring the effectiveness of internal partnership broker positions.
In her accreditation paper, Canada-based partnership broker LISA BURLEY explores various issues in relation to the interface between broader strategic priorities, organizational culture and processes and the ways they do or don’t come together to set the stage for the partnership broker’s role.
She offers a framework and practical advice on how to define and document the role of an internal partnership broker within the broader organisational context.
“Are you an internal partnership broker wanting to sustain the dynamism and variety of your job? This paper gives you an analytical tool to categorize what you’re doing, what mindset you’re drawing on, the skills you’re using and at what dosage to keep the mojo going. It also includes a practical suite of suggestions to reset these categories with your colleagues and supervisor to embed your role in making your organization a better partner with stronger partnerships.”
Download Lisa Burley’s paper here and share with us about your insights on the diverse roles that partnership brokers can play in fostering a holistic organisational approach (strategy, culture, processes, competencies, …) to collaboration.