The Art of Convening - Connect, Learn, and Collaborate

‍Joining a peak membership organisation provides various strategic advantages like access to exclusive peer networks, professional capacity-building tools, specialised sector research, and unified advocacy. These are all important in helping philanthropic funders to optimise their operational impact and navigate complex and evolving giving environments.

Another important offering is providing opportunities for members to convene, or come together in a collaborative learning environment where every voice matters. Participation is key. Unlike large-scale conferences, convening is focused on smaller groups, so that everyone can actively share their own experiences, contribute ideas, and build meaningful and long-lasting connections.

Here at Philanthropy New Zealand (Philanthropy NZ), we believe in the power of bringing people together for a shared purpose but also know the value of ‘gathering to grow’ can sometimes be overlooked. The significance of being in a room full of unique perspectives and knowledge, and spending time with people who have travelled or are currently travelling the same pathway as you, cannot be overestimated.

Philanthropy NZ’s recent ‘Letting Go to Lead: Power and Trust in Philanthropy’ workshop was designed to offer an opportunity to hear from experts and interrogate a subject as a group of skilled practitioners. It also encouraged participants to engage in conversations that drew out the experiences of those in the room so that both challenges and opportunities could be examined.

Following her attendance at this workshop, Melissa Gibson, CEO – Len Reynolds Trust, has written a thought-provoking article, titled Letting Go to Lead: Putting My Questioning Hat Back On. In this, she talks about the impact of being in a room with others, all focused on exploring mana-enhancing philanthropy: what it means, why it’s important, and what it looks like when it’s put into practice. She says in the article, “This session caused me to revisit some of my assumptions, including practices I have previously felt confident defending.”

When asked to provide some additional thoughts on the value of being able to attend an event such as the Philanthropy NZ workshop with other members, Melissa raises a good point about connection and having the opportunity to challenge her thinking in a learning environment.

“Philanthropy can sometimes be quite an isolated space, particularly when you are leading a relatively small Trust. Having access to a wider network gives you people to learn alongside, test your thinking with, and be challenged by. I don’t think any of us should assume we have all the answers. In fact, I think philanthropy gets into trouble when we start believing we do. We control resources, and that can very easily be mistaken for having expertise. Those are not the same thing,” says Melissa.

“Membership organisations can create spaces where we remain curious, listen, question our assumptions, and have our thinking challenged. They also expose you to thinking beyond your own organisation and your own region. You hear what other funders are grappling with, what communities are telling them, what is changing internationally, and where the sector might need to move next. Sometimes you come away with an answer, but often the most valuable thing is coming away with a better question.”

Melissa recognises the value in hearing from an expert, but also feels that the real learning often happens when people are able to sit together afterwards and ask: What does that mean in practice? Do we agree? What would this look like in our context? What are we uncomfortable with?

“Good convening spaces should not simply reinforce what we already believe. They should be safe enough for people to be honest, but brave enough for assumptions to be challenged. There is also enormous value in peer learning. Sometimes another funder saying, ‘We tried this and it didn’t work’, is every bit as useful as hearing about something that succeeded. I would like to see more spaces where people can talk honestly about failure, uncertainty, and the things they are still working out. We probably learn much less from a room full of polished success stories,” she says.

Another of Philanthropy NZ’s members, Clare Foundation, is proud to support various peak bodies such as the National Council for Women of New Zealand, Ara Taiohi Incorporated, and Philanthropy New Zealand, recognising the impact they have in their own spheres of influence. We caught up with CEO Alice Montague, to gain an additional perspective on why having access to a community of practice is so important.

“A membership organisation is the glue that holds the ecosystem together. They are in a unique position to understand the variances and similarities of their members, and can connect the dots where others can’t,” says Alice.

“Thinking about organisations that are earlier in their journey, having an opportunity to attend workshops and events to engage with and learn from those who are further along the path is invaluable. Our founder, Clare Stuck, did just that when she set out to establish a foundation that could contribute to change by standing alongside those who are solving the problems of today,” she says.

Alice feels there’s a responsibility for members to champion and support their peak body for the good of the whole sector.

“As members, we can be quick to think about what we are being offered, but we also need to consider what we can contribute back into the ecosystem. Philanthropic funders see the value of a high trust, multi-year funding model that supports the organisations they’re funding to access community networks so they can develop strong peer relationships, and connect with and learn from each other. I think it’s equally important that we do that for ourselves as philanthropic funders.”

Melissa presents a compelling case around the role of membership bodies in supporting its members to not only be connected, but also courageous in both thinking and action.

“There is comfort in being part of a network, but there should also be constructive discomfort. I would like us to become more at ease asking questions that do not have a simple solution. Professional development does not always need to leave you with five actions and a toolkit. Sometimes being left deeply uncomfortable about something you previously took for granted is a very good outcome.

Alice closes off with some food for thought on why being part of a professional network is important for those working in the philanthropic sector.

“Ultimately, better philanthropy leads to better outcomes for the organisations that are on the ground delivering the programmes and initiatives we fund and the communities we’re here to serve,” she says.