3. Collaboration: More Than a Buzzword
Another major theme that defined my time at Food Connects, and one that continues to shape my leadership philosophy is the critical importance of Collaboration. In a sector as complex and interconnected as local food systems, it quickly becomes clear: no single organization can do this work alone.
From the very beginning, collaboration wasn’t just something nice to do; it was essential. Systems change, the kind of transformation Food Connects envisions, requires breaking down silos between organizations, sectors, regions, even generations, and creating true win-win partnerships.
Fortunately, the collaborative spirit is alive and well in Vermont and throughout New England. We found incredible opportunities to practice collaboration everywhere: working with schools, farmers, distributors, nonprofits, funders, policymakers, and other food hubs. But it wasn’t just about working together when it was easy; it was about leaning in when it was hard, when there were tensions, competition, overlapping goals, or unclear boundaries. That’s where the real work (and the real magic) happened.
Collaboration demanded transparency.
One of our internal mottos was:
“Food Connects isn’t for everybody. We might be the solution you’re looking for or not, and that’s okay.”
Being upfront about who we were, what we could offer, and what we couldn’t, created space for genuine, productive partnerships. It wasn’t about empire-building; it was about dreaming big together. We wanted to scale through partnership, not by growing a monolithic organization that tried to do it all. We kept connecting at the 30,000-foot level, while staying firmly grounded in local communities and real human relationships.
True collaboration requires self-awareness. Each organization, each team, each person had to know their own strengths, their limitations, and where they could best plug in to serve the greater good. It wasn’t just tactical, it was deeply relational. Trust had to be built, nurtured, and sometimes repaired.
And trust didn’t come automatically, it took time, training, and intentional relationship-building.
I can still picture the countless late nights spent talking through challenges, laughing, dreaming big, and getting sh*t done together. Vulnerability wasn’t a weakness; it was a necessity. Sharing struggles, asking for help, celebrating wins together, all of it was key to developing the kind of relationships that could withstand the inevitable storms. And, crucially, collaboration could (and should) be fun.
One of the most refreshing discoveries of this journey was finding leaders and partners across New England who knew how to have fun while doing serious work. It was a reminder that dreaming big, building coalitions, and tackling systemic issues didn’t have to be grim and exhausting all the time. We could laugh, take risks, and lift each other up, and in doing so, create better outcomes for everyone involved.
If the theme of paradigm shifting was present anywhere, it was here. It required moving from competition to cooperation. From turf wars to shared vision. From isolated victories to collective impact.
At Food Connects, we learned that collaboration isn’t a tactic, it’s a way of being. It’s a commitment to showing up for each other, staying open, communicating honestly, and believing that together, we can build something far greater than any one of us could on our own.
