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Benefits of Networking
Those who work alone work more slowly. Those who work in networks work further. Nowhere is this difference more evident than in humanitarian work, where the challenges are so great that no single organisation could tackle them on its own. Networks are the invisible capital that enables organisations to achieve more than their own resources would allow – through shared knowledge, mutual support, combined reach and the ability to draw quickly on tried-and-tested structures in times of crisis. Those who not only build networks but also use them actively and wisely give their work a leverage that cannot be replaced by anything else.
What makes a good network
Not every collection of contacts constitutes a network. A genuine network emerges where relationships are based on mutual trust, where information is genuinely shared, and where those involved are prepared to stand up for one another – even when there is nothing immediate to be gained. This kind of relationship isn’t built by exchanging business cards or following people on social media. It is built through continuous nurturing, through reliable behaviour and through a willingness to contribute something yourself before expecting anything in return.
In humanitarian work, this means, in practical terms, that if you want to have a strong network, you must be a reliable partner yourself. Those who share information when they have it will also receive information when they need it. Those who are there for others in times of crisis can count on support when they face their own crises. Networks operate on the principle of reciprocity – and organisations that understand this invest in their networks not out of strategic calculation, but out of the conviction that collective action achieves more than going it alone.
For aid organisations in the Philippines, well-maintained networks are often vital – in the literal sense. In a country regularly hit by natural disasters, the quality of these networks often determines how quickly and effectively action can be taken in an emergency.
Different networks, different functions
Not all networks are the same. Different types of networks fulfil different functions – and a well-run organisation maintains several of them in parallel.
Professional and thematic networks
Professional networks bring together organisations and individuals working in similar fields – such as child protection, healthcare or disaster relief. They provide a forum for the exchange of knowledge, the joint development of standards and mutual support when facing difficult issues.
Anyone who is active in a professional network benefits from the experience of others – and doesn’t have to reinvent the wheel every time. When an organisation develops a new programme, it can draw on experience from similar projects, avoid mistakes that others have already made, and adopt approaches that have proven successful. This transfer of knowledge is one of the most valuable aspects of professional networking – and it is free of charge, provided there is a willingness to share knowledge in return.
Operational and regional networks
In addition to sector-specific networks, there are operational networks that collaborate within a particular region or on specific tasks. In humanitarian work, these are often coordination platforms that ensure that different organisations do not cover the same areas whilst neglecting others, or that resources are quickly channelled to where they are most urgently needed in times of crisis.
These operational networks require clear structures and reliable channels of communication. They only work if everyone involved regularly shares information and takes the coordination work seriously – even if, in the hectic day-to-day of a project, this sometimes seems like an extra burden. Anyone who shies away from this effort will realise, at the latest when a crisis strikes, just how costly a lack of coordination can be.
The following measures help you to maintain a genuine and effective presence in operational networks:
- Regular attendance at networking meetings and coordination forums, even if there is nothing urgent to discuss
- Proactively sharing relevant information with network partners, without waiting for requests
- Appoint clear points of contact who are responsible for network exchanges and for passing on information internally
- Communicate your own capacities and limitations transparently so that other network partners can plan realistically
Developing networks strategically
If you really want to make the most of your networks, you shouldn’t leave their development to chance. It’s worth taking the time to regularly reflect on which networks are particularly relevant to your work, where there are gaps, and how existing relationships can be strengthened.
Quality is more important than quantity. A network comprising a small number of reliable and committed partners is more valuable than a large network of loose contacts in which nobody really stands up for one another. Those who focus their networking efforts and invest in the relationships that really matter will, in the long term, build something that will stand the test of time, even in difficult times.
Networks are, ultimately, a form of social capital – invisible, yet immensely valuable. They develop slowly, through trust and reliability, and can be quickly damaged if that trust is broken. Those who nurture them with the necessary care have at their disposal a resource that no funding call in the world can replace – and which often makes all the difference in humanitarian work.