With patience. Integrative leadership is hard. Multiple actors work outside formal hierarchies, with different areas of focus and terminology, and across sectors and institutions; organizations take new forms, blending incentives and imperatives. This is hard to organize, hard to sustain, and hard to assess.
With eagerness to practice and learn. Integrative leadership requires awareness of self and others; linguistic and analytic flexibility; strong communication skills, imagination, persistence and accountability. Individuals can learn these skills and can practice approaches and behavior that foster collaborative action on complex problems.
With a willingness to start small and build from what each of us brings. Too often cross-sector initiatives founder on over-ambitious goals that are beyond the experience, skills, and resources of the collaborating actors.