Leadership for a New Era - Recently Updated Pages

Bay Area Leadership and Race Learning Circle Part 2

bcelnik — Tue, 09 Mar 2010 17:20:07 CST

Susan Mooney, Chinese for Affirmative Action
Odin Zackman, DigIn
Raj Neogy
Mutima Imani
Manish Vaidya, GIFT: Grassroots Institute for Fundraising Training
Lauren Padilla, The California Endowment

We encourage the planning team to use this wiki page to brainstorm ideas about the meeting design and coordinate all the logistics. You may also create discussion threads (see below) for particular ideas or questions. For additional information on using this site, please visit the FAQ section or contact Natalia Castaneda or Bella Celnik .

Bay Area LLC "A Conversation on Leadership and Race, Part II" Planning Team Meeting

Where: 1203 Preservation Park Way, Suite 200, Oakland (or 1-866-550-7765 Conference Code: 2389080)

When: Tuesday, February 23rd from 11:00-12:00

Meeting Participants: Susan Mooney, Mutima Imani, Manish Vaidya, Deborah Meehan , Natalia Castaneda, and Bella Celnik

Mutima agreed to facilitate today's planning meeting (thanks, Mutima). The group briefly introduced themselves by name and organization.

What are our goals?
What are the strategies to achieve those goals?
What is the time line?
Who is the audience?
How do we engage people in whatever we're doing going forward.

Connect leadership development to racial justice work - bring a race conscious lens to what already exists.

The group agreed to expand the list of who else to invite to the next convening. Who is not in the room? Why? How can we change that?
Design the next meeting with participant engagement integrated into the design.
Racial justice framework - what are the assumptions brought to the work?
Provide an overview and introductory piece.
Build relationship building into the process.

Goals

Building a community at the intersection of leadership and racial justice work
Explicit about building a community looking at issues of power

Build a Community

Leadership Development < > Racial Justice

Commitment to nurture the field
What are the assumptions

Audience

Previous participants and their network

Strategies

More relationship building between sub-segments
Relationship Building:

Identity (background, etc.)
Who is not at the table and why?

Provide overview of racial justice lens (key points)
Framework (collective work)

Purpose

How we can support racial justice through our work

Design tools for interactive sessions (i.e. hybrid of World Cafe)

Next Steps

Poll for a follow up meeting with planning team (Bella)
Planning team to use wiki for ideas, etc. for meeting design
Prior to planning meeting, prepare and send out survey to participants of last meeting (who?)

Ask what participants are interested in exploring during the meeting, how often they want to meet, etc.

_____________________________________________________________________________________________________________________________________________________________________

Planning Committee Work Space

A Conversation About Leadership and Race II

Our next planning meeting has been confirmed for Tuesday, March 30th from 10:30AM-11:30AM. The following committee members have confirmed that they will join the meeting: Deborah Meehan, Natalia Castaneda, Bella Celnik, Manish Vaidya, Lauren Padilla, Mutima Imani, and Odin Zackman (Susan Mooney was unable to attend). We are asking that folks build out the agenda for our meeting on March 30th:

Proposed Meeting Agenda

Check In

Please use this space to share your ideas, resources and questions as we begin to design the follow up to the January Bay Area Circle meeting, "A Conversation About Leadership and Race."

The team agreed that additional folks, those who we would like to invite to be part of the conversation, should be added to the list of invitees. Please contribute your recommendations below:

Who else should be included in the email invitation?

Name	Organization	Email	Recommended by (your name here)

Use the space below to propose design ideas, questions, etc.

Leadership and Networks

Gdownie — Tue, 09 Mar 2010 15:45:34 CST

Overview

Upcoming Event: Boston Learning Circle: A Conversation About Leadership and Networks - REGISTER NOW!
- Date: Friday, March 26, 2010 9:00AM – 11:30AM ET Location: The Boston Foundation 75 Arlington Street, 10th Floor Boston, MA.

The Leadership and Networks publication is being developed to influence how leadership is cultivated and supported in the social sector; and to more effectively support efforts to mobilize collective action across sectors to address more systemically complex social and environmental issues. An outline for the publication synthesis is being shared for collective development. Collaborative learning partners are invited to add new ideas, resources and models; elaborate the frameworks offered; critique or deepen assumptions about ways in which leadership work needs to be approached in order to catalyze and unleash the power of networks.

This process will continue through January. We invite you to join with your comments, questions, and edits. For more information about how to use the editing functions of this site please see the FAQs section. The synthesis addresses the following framing questions:

Why are network approaches to leadership vital for the social sector?
What network forms are being experimented with in the social sector and across sectors?
What are common leadership challenges in catalyzing and unleashing networks?
What is network leadership in the connected age?
What changes in leadership development supports are needed to catalyze and unleash the power of networks?
How can evaluation support learning about network leadership and transform the potential for collective action?

For more information about this publication please contact Claire Reinelt .

To learn more about some of our current partners, and others whose work is aligned with this initiative, we invite you to check out the Current and Potential Partners page. We invite you to suggest other potential partners or revise/add information about your current research. Join us in this collaborative learning and publication process!

Resources

Books and Articles

Bruce Hoppe and Claire Reinelt , Social Network Analysis and the Evaluation of Leadership Networks
Valdis Krebs and June Holley, Building Sustainable Communities through Network Building
Skye Bender-deMoll, Potential Human Rights Uses of Network Analysis and Mapping
Bill Traynor, Vertigo and the Intentional Inhabitant: Leadership in a Connected World
Bill Traynor, Building Community in Place
Monitor Institute, Working Wikily 2.0: Social Change with a Network Mindset
Patti Anklam, Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World
Alison Gilchrist, The Well-Connected Community: A Network Approach to Community Development
Lisa Weinberg, Leadership Development for Community Action: An Ethnographic Inquiry: Northwest Federation of Community Organizations
Jennifer Dodge, Sonia Ospina and Roy Sparrow, Making Partnership a Habit: Margie McHugh and the New York Immigration Coalition
Leslie R. Crutchfield and Heather McLeod Grant, "The Six Practice of High Impact Non Profits" from their book, Forces for Good (2008). The article is an excerpt from the book, as published in Fast Company magazine, and promotes "nurturing nonprofit networks" and "sharing leadership" as effective practices.
Hygeia's Constellation: The thesis publication by Bobby Milstein, coordinator of the Syndemics Prevention Network at the Centers for Disease Control and Prevention. Syndemics takes a critical perspective in looking at the interaction between disease, social conditions and navigating health futures.
Heather Gowdy, Alex Hildebrand, David La Piana, Melissa Mendes Campos: Convergence: How Five Trends will Reshape the Social Sector (2009)
Wilfred H. Drath, Cynthia D. McCauley, Charles J. Palus, Ellen Van Velsor, Patricia M. G. O’Connor, John B. McGuire:
Direction, Alignment, Commitment: Toward a More Integrative Ontology of Leadership (2008)
Otto Scharmer, Leadership development is not about filling a gap but about igniting a field of inspired connection and action, October 2009.
Ross Wirth, Transformative Networking (attached below). This is a work in progress concept paper on building leader networks to bring about emergent organizational and community change.

Videos

Software and Community in the Early 21st Century. A keynote by Eben Moglen from the Software Freedom Law Center that provides a compelling and moving story about "the weaving of open source into the century long struggle for freedom, dignity and human rights."

Presentations

Social Networks for Social Change. A well-done powerpoint by the Monitor Institute (Noah Flowers, Diana Scearce and Heather McLeod Grant) on Network Basics, Understanding Your Network, Characteristics of Healthy Networks, On-Line Networks and Social Media, and Network Leadership and Mindset.
International Seminar on Network Theory: Network Multidimensionality in the Digital Age; featuring Noshir Contractor, Manuel Castells, and others; includes conference videos and written summary: http://ascnetworksnetwork.org/

Initiatives

The Annie E. Casey Foundation has been fostering and supporting social networks in its neighborhood, community, and leadership initiatives. They have overseen the publication series of five reports that looks at the definitions, research, power, practices, and insights relating the impact of social networks on family strengthening and community change as part of their Making Connections Initiative. These reports demonstrate that positive social networks is a key ingredient to creating authentic, sustainable change in struggling neighborhoods among other important outcomes.
The Barr Foundation convened a group of experts and facilitated a study on the growing use of network strategies by nonprofit organizations, social entrepreneurs, and foundations. The report Network Power for Philanthropy and Nonprofits includes their key findings.
Monitor Institute and the Packard Foundation partnered on a two year inquiry on Philanthropy and Networks Exploration (PNE) into how foundations can tap and support the power of networks.
The California Endowment has launched a 10-year initiative: the Building Health Communities: California Living 2.0 I in 14 California communities. A CalConnect Social Networking Site has been created so that community members, policymakers and health experts throughout the state can share experiences and information

Research projects

Lawrence CommunityWorks -- a community network case study

Capacity-building and assessment tools

Skye Bender-deMoll, Potential Human Rights Uses of Network Analysis and Mapping This paper is one of the clearest statements about how to use network approaches to have an impact on policy and transform a field of practice (e.g., human rights). Very practical tools are described and specific projects are suggested. The paper was prepared for the Science and Human Rights Program of the American Association for the Advancement of Science.

Peter Plastrik and Madeline Taylor, Net Gains: A Handbook for Network Builders Seeking Social Change. The Handbook starts with the point of view that networks provide social-change agents with a fundamentally distinct and remarkably promising “organizing principle” to use to achieve ambitious goals. The handbook provides practical advice based on the experiences of network builders, case studies of networks small and large, local and international, and emerging scientific knowledge about “connectivity.”
Peter Plastrik and Madeline Taylor, Network Health Scorecard focuses on key aspects of any network: purpose, performance, operations, and capacity. It's designed for group use--network members answer each question and then discuss their answers--or on your own.
June Holley, Network Weaver Checklist.
The Monitor Institute: Network Effectiveness - Diagnostic and Development Tool

Blogs with good resources on networks

The Monitor Institute -- Working Wikily: Making Sense of Networks and Social Change -- is a blog designed to provide practitioners in the social sector with a filter for the events that are pushing the field towards a more networked form of work and a perspective on how and why those events are unfolding. A number of good resources on network effectiveness.
- Network Resources: Leadership
Networks, Complexity and Relatedness -- A blog by Patti Anklam
Interaction Institute for Social Change Network Blog
- A recent post by Curtis Ogden Leadership for Our Times describes three leadership approaches: adaptive leadership, facilitative leadership and network leadership; and the interconnections between them.
Connectedness -- A blog by Bruce Hoppe
- A recent post Influence and Social Capital of 21st Century Leaders describes different network leadership strategies.
Claire Reinelt 's blog at the Leadership Learning Community site
Network Weaving -- A blog by June Holley
Network Weaver website -- resources by June Holley
The Network Thinker -- A blog by Valdis Krebs
Impact Alliance -- Network Strengthening Resources

Bibliography

Check out a bibliography that Bruce Hoppe and Claire Reinelt created on social networks and leadership. You can search the bibliography by topic categories provided on the right-hand side of the page.
Network Building for Social Change-- A resource list put together by the Interaction Institute for Social Change

Steve Waddell, a national and international expert on global networks and social change has more than twenty years expertise as a researcher, practitioner and facilitator of global, regional and national networks. Check out his lengthy bibliography on his website Networking Action
Resources for Connected Nonprofit Leadership: A Collection of Research. This is a collection of readings put together by Beth Beard and Janice Epstein for Impact Brokers. It includes three main sections: Networks and Leadership, Social Capital and Networks, and Social Capital and Those that Nonprofits Serve.

Others

Knowledge Sharing Toolkit: wiki featuring information on knowledge sharing practices.
Network Weaver Wiki
Leadership and Networks Delicious Feed
Collaborating Via Artifacts (by Eugene Eric Kim)

This work is licensed under a Creative Commons Attribution 3.0 United States License.

Rethinking Leadership

eekim — Sat, 06 Mar 2010 14:59:22 CST

DRAFT

Current Leadership Thinking: Over the past 50 years our thinking about leadership, whether in communities or board rooms, has been heavily influenced by heroic models of leadership. We traditionally think of leadership as the skills, qualities and behavior of an individual who exerts influence over others to take action or achieves a goal using their position and authority.

Leadership for a New Era was launched because we believe this way of thinking about leadership is only one part of the story -- one that does not fully recognize leadership as a process grounded in relationships that are fluid, dynamic, non-directive and non-unilateral. Understanding leadership as a process requires us to think very differently about how change occurs and how we work with others. We will never mobilize leadership at the scale needed for significant progress on social justice or any other complex issue without expanding our thinking about what leadership is, how it works and how we can support it.

Leadership as a Process: Through Leadership for a New Era we are deepening our understanding of leadership as a process through which individuals and groups identify and act on behalf of a larger purpose, such as greater equality and the well-being of people and the planet. Understanding leadership as a shared, relational process is fundamental to many cultures even though the dominant model of leadership in the U.S. is deeply rooted in individualism. These cultures have much to teach about sustainable change and transformation.

Traditional approaches to leadership and leadership development assume that training an individual leader with appropriate knowledge and skills will result in an increase of organizational capacity which will in turn lead to better community results.

Leader Development Model for Stronger Organizations & Community Results

Individual Development (leads to)	Strong Organizations (that produce)	Better Community Results

Individual Development (leads to)

Strong Organizations (that produce)

Better Community Results

While this model has had notable successes, it is not scalable. In other words, we will not reach the scale of change we seek, developing one leader at a time. Our attachment to this leader development model prevents us from recognizing that often, leadership development that focuses on teams, organizations, communities, and networks is better positioned to accomplish systems and social change. Intuitively many of us have experienced the power of the collective in the creativity and productivity of teams, in sports or in music, and yet we have not brought this experience to our leadership thinking and at some cost! We can reach more people and tackle bigger problems by investing our time and resources in relational leadership processes that support teams, organizations, communities and networks to take collective action.

To support the kind of leadership that results in transformational changes, we need to focus on how individuals and groups are supported in connecting, organizing, systems thinking, bridging, and learning as a dynamic leadership process that mobilizes action on the scale needed to address the inequities and injustices we care deeply about.

Leadership as a process for transformational change

Connecting authentically with openness and humility lays the foundation for developing a shared sense of purpose out of which collective action grows. This involves connecting first with oneself to clarify one’s intention, values, beliefs, and worldview, and then and asking questions that help individuals make meaning of their individual experience and understand each other better. Through this process groups begin to identify shared frustrations and aspirations. Building relationships that foster trust and mutual understanding enables groups to work through conflicts and build shared commitment and accountability.

Organizing is the process by which a group with a shared sense of purpose develops and implements strategies for achieving its goals. Organizing involves utilizing tools and creating communication pathways and structures that help the group set direction, plan, allocate resources, make decisions, engage the skills of individuals/organizations and mobilize action.

Systems Thinking is the process through which we utilize a systems analysis to observe and understand the structural systems that perpetuate disparities and inequities. By looking at the complex interactions among multiple factors influencing the system we begin to identify leverage points that we can experiment with by prototyping interventions in the system.

Bridging is a process of uncovering shared concerns, frustrations, hopes and goals across differences in culture and focus of work. As we recognize interdependence and find connections in our efforts we uncover and unleash new opportunities to link and leverage our work. By finding common purpose and expanding our networks we achieve new scale and reach creating the conditions for transformative change.

Learning/Reflecting is a continuous process that is integrated with action. It is the means we can use to hold ourselves collectively accountable for how we are doing and mobilizing to do better, individually and as groups. Reflection requires that individuals and groups understand themselves, inquire into the level of awareness, the identities and motives they bring to the work, and the personal work required to serve the collective purpose of the team, organization, community or network. Through reflection, we continue to clarify and evolve our individual and collective purpose, more fully embody our values and renew our commitments.

What are implications of an expanded model for leadership development work?

Leader development: The majority of leadership programs recruit individuals. Many individuals have noted the value of these programs in helping them develop critical skills that make them more effective leaders in their organizations or as political leaders who have increased understanding of how to assess a political landscape or advocate for policy change. Over the past 10 years many leadership programs have recognized the importance of cultivating systems thinking and a stronger capacity for collaboration. Cultivating these capacities have opened up greater possibilities for having an impact on communities and systems. A few programs have taken a more integral view by emphasizing the inner shifts (including a deep sense of connectedness with the whole) that are critical for embodying relational and systemic change.

Leadership development: As a field we are still learning how to support the leadership process within teams, organizations, communities and networks, while inviting individuals to do the inner work that enables them to contribute their gifts in serving the collective. The focus of leadership as a process is not who (which individuals to recruit into a program) but on how to strengthen the capacity of organizations, networks and communities to engage in the leadership process. Examples of programs developing the capacity of communities to engage in leadership are Leadership in Action, Kellogg Leadership for Community Change.

Leadership development results: The majority of leadership development programs hold themselves accountable for individual level results. A few may also look for team level and organization level results. Few programs design their programs to be accountable for community and systems level results. Having the intention to achieve change at greater degrees of scale can transform how leadership is developed. An example of a program that looks for population level results is Leadership in Action. In Baltimore, they co designed a program that engaged a diverse cross section of community folks to significantly increase the number of children who enter school ready to learn. By learning to coordinate and align their efforts across different parts of the system that produces school readiness, significant improvements were brought about in the course of one year.

What is LNE

nataliallc — Thu, 04 Mar 2010 16:53:41 CST

Vision:

We want to contribute to a shift in leadership thinking and practice from a primary focus on individuals to approaches that support leadership in the context of collective work, networks, communities and social movements and that are culturally inclusive, systemic and focused on preparing individuals to lead collectively with others whose leadership cultures and practices differ from their own.

Process:

We are committed to an inclusive and transparent collaborative learning, writing and publishing process. We formed an Advisory Committee to guide the launch of this initiative, to engage in partnership outreach, and establish community norms. With the launching of this interactive website we hope to expand the number of people who can contribute their wisdom and expertise to this initiative.

Themes:

Leadership and Race, Leadership Networks, Collective Leadership and Leadership Across Differences.For more information about the Leadership and Race publication please contact Deborah Meehan. For more information about the Leadership and Networks publication please contact Claire Reinelt.

Deliverables:

A collaborative website that will serve as a lasting repository of information for people in the leadership development field
Four ground-breaking publications around the following topics: Leadership and Race, Leadership Networks, Collective Leadership and Leadership Across Differences. Take a look at the proposed publication template.

Timing:

The first two publications (leadership and race and leadership and networks) will be developed in 2009. The other two will be published in mid-2010

This work is licensed under a Creative Commons Attribution 3.0 United States License.

Why Join LNE

nataliallc — Thu, 04 Mar 2010 16:53:27 CST

Editing Instructions:

We recommend placing a disclaimer at the top of the page when you are getting ready to edit it, i.e. "In Use". You can then save the page immediately - this will alert all other users that the page is being edited. When you are done editing, please remove the disclaimer and save your edits. This will prevent potential conflicts with multiple edits happening at the same time.

Unique opportunity to establish relationships with key stakeholders in the field, get exposure for your materials and research, challenge your own assumptions and contribute to the development of a comprehensive website and a series of cutting-edge publications that seek to promote a more inclusive leadership model with the potential to expand the reach and impact of our leadership work. For more background please read the Leadership for a New Era thought piece. Join Now!

This work is licensed under a Creative Commons Attribution 3.0 United States License.

How to Participate

nataliallc — Thu, 04 Mar 2010 16:53:11 CST

Share research: Post reports, articles, and things you have written to the topic pages.
Connect: Pull out ideas, concepts, contributions from your work that relate to a particular theme.
Outreach: Identify and invite the participation of others who have knowledge related to the themes.

Ongoing Engagement

Conceptual Framing: Create categories and an organizational framework to help synthesize and develop knowledge in a specific topic area.
Convening: Convene a meeting of participants to test out frameworks and early synthesis.
Commenting: Comment on synthesis pieces to deepen them for publication.

Partnership

Content Development: Extract, organize and begin to synthesize knowledge.
Writing: Begin the writing and create new content based on collaborative learning.
Funding: Support the entire initiative and/or individual areas of work (i.e. leadership and race).

Please review the community norms for additional information.

This work is licensed under a Creative Commons Attribution 3.0 United States License.

Leadership Across Difference

nataliallc — Thu, 04 Mar 2010 16:51:47 CST

Overview

The civil unrest in Los Angeles increased awareness about the need to cultivate leadership with the ability to cross ethnic divides within communities. The Asian Pacific American Legal Center took the lead in convening people engaged in leadership work to talk about leadership approaches and programs that help communities to coalesce across differences and around larger community issues that connect the concerns of different groups. In California the recent passage of Proposition 8 which threatens to pit the gay and African American communities reaffirms the need for leadership that understands and fosters our interdependence. The election of a biracial president in the US points to an opportunity for mobilization across identity lines. On a global level there is interesting work occurring around a new pluralism that transcends religious difference. We are a global world where the lines of national differences are blurred and require a new response of global citizenship. There are many dimensions of the need to think about leadership from the lens of human divides as a critical part of Leadership for a New Era and we look forward to your contributions.

Resources

Books and Articles

"Building Alliances: Collaboration Between Rural Organizing Project (ROP) and CAUSA in Oregon: A Leadership for a Changing World Collaborative Ethnography." By Lynn Stephen. New York: 2006.
Learning Community Partnerships and the Evaluation of Boundary-Crossing Leadership Development in Health by Claire Reinelt , Dianne Yamashiro-Omi and Deborah Meehan (Submitted to The Foundation Review for publication)
The California Endowment. (2006). A Conversation on Boundary-Crossing Leadership, September 2006.
Asian Pacific American Legal Center (2003). Crossing Boundaries: An Exploration of Effective Leadership Development in Communities, April 2003.
Asian Pacific American Legal Center (2005a).
Equipping Leaders for Change: A Rational for Boundary-Crossing Leadership Development in the Health Sector, A Report by the Leadership Development in Interethnic Relations (LDIR) Program, Submitted to The California Endowment, March 2005.
Asian Pacific American Legal Center (2005b).
LDIRs in Health: Proposed Program Outlines for a Boundary-Crossing Leadership Development Program for the Health Sector. A Report by the Leadership Development in Interethnic Relations (LDIR) Program, Submitted to The California Endowment, March 2005.
Blackwell, A., Kwoh, S., and Pastor, M. (2002). Searching for the Uncommon Common Ground: New Dimensions on Race in America, New York: W.W. Norton.

Initiatives

The California Endowment formally launched its Boundary-Crossing Leadership in Health Initiative in 2004. TCE embraced a “grassroots to treetops” approach to grantmaking that placed an emphasis on training and development of individual and community leadership in diverse communities and fostering increased collaboration across sectors and professions to accelerate social change. Seven leadership programs were funded as part of the initiative, along with the Leadership Learning Community which convened the grantees in a learning community and evaluation process. One of TCE’s core strategies for disseminating BCL and increasing the number of communities that were using BCL in their work was to fund the creation of a learning community where key program staff from each of the programs could engage in shared inquiry about what BCL is; what forms it takes in different contexts; what they know about how to develop and assess BCL; and what impact it has for community health. The purpose was to learn from one another how to measure and communicate the impact of their work and how to increase the capacity of boundary-crossing leadership to foster the changes needed to significantly address health disparities broadly.
The final component of TCE’s BCL Initiative approach was to raise the visibility of BCL as a strategy among TCE staff, and capture and promote the variety of approaches for cultivating and supporting BCL in different contexts. TCE funded videotaping of interviews with Angela Glover Blackwell, Founder and CEO of PolicyLink; Stewart Kwoh, Founder and Executive Director of APALC; Bob Ross, President and CEO of The California and Endowment; and Alonzo Plough, TCE VP of Program, Planning and Evaluation; and field footage and interviews with participants of each of the programs. Both a publication and video were produced and disseminated through the TCE website, LLC’s Health Leadership Learning Circle, and at a statewide meeting of program participants from across all the seven programs. Videos of each program were also made available to their staff so that they could use them to promote their programs.

Research Projects

Tools

This blogpost shares two reports that were written about a learning community partnership between The California Endowment and eight grantees that were funded as part of a Boundary-Crossing Leadership Initiative. LLC convened and facilitated the learning community partnership which has now become LLC's Social Justice Circle.

This work is licensed under a Creative Commons Attribution 3.0 United States License.

Support LNE

nataliallc — Thu, 04 Mar 2010 16:50:47 CST

Why this matters? The current leadership model is limited Places a strong emphasis on the individual and not enough in groups and communities Doesn’t support cross-sectoral leadership The leadership landscape is changing Trend towards transferring leadership Election of Barack Obama: mobilization supported by networks, high level of civic engagement, first African American president in the U.S. Development of new social technologies	How can I support the work? Participate Share your resources and ideas! Promote Help us spread the word by mentioning and linking to LNE in your blog, website and newsletter! Make a Contribution We encourage you to invest in LNE and contribute to this important work. Please contact the Leadership Learning Community	Our supporters We would like to thank the following organizations for supporting the Leadership for a New Era initiative:

Why this matters?

The current leadership model is limited

Places a strong emphasis on the individual and not enough in groups and communities
Doesn’t support cross-sectoral leadership

The leadership landscape is changing

Trend towards transferring leadership
Election of Barack Obama: mobilization supported by networks, high level of civic engagement, first African American president in the U.S.
Development of new social technologies

How can I support the work?

Participate

Share your resources and ideas!

Promote

Help us spread the word by mentioning and linking to LNE in your blog, website and newsletter!

Make a Contribution

We encourage you to invest in LNE and contribute to this important work. Please contact the Leadership Learning Community

Our supporters

We would like to thank the following organizations for supporting the Leadership for a New Era initiative:

FAQs

nataliallc — Thu, 04 Mar 2010 16:50:37 CST

Instructions: To add links, please find the right content type category below and enter the name of the resource, the URL and a brief description. To upload files please select the "add attachment" option under "more tools". Please keep in mind that this website has the capacity to store up to 40 attachments so we encourage users to post files as links (vs. attachments) when possible. If the file is not currently online, please see the FAQ section for additional instructions. For more information check out the Leadership for a New Era user guide!

About the LNE Website

Note: For additional information please see the LNE User Guide

Notifications

Is there an RSS function, or email notification, for this site? These are helpful as reminders to visit the site when new content is added.

Yes, you can set up email notifications for pages and/or discussions. To do that simply go to the page you want to 'follow' and click on 'More Tools'. Then select the option 'Watch this page'. Same with the discussion thread, simply find it and select 'Watch this thread'. You can also go to the 'Updates' tab and select the RSS feed. This will give you a feed of all the recent update and activity (including new comments, members, etc.)

Attachments

I just added an attachment and it appears at the bottom of the page - how can I move that to the top of the page?

Every time you add an attachment, the file will always appear at the bottom of that page. However, you can write a short blurb about it on the body of the page directing people to the attachment. When adding content to the body of the page, you can select exactly where you want it to appear so you can control how high up you want it to be.

To edit the page, simply click the "Easy Edit" button and start typing your new content.

How many attachments can we upload?

The tool that supports this website, Wetpaint, only has the capacity to store up to 40 attachments. For that reason, we encourage users to, when possible, add resources as links as opposed to attachments. If the document is not currently online, one option we suggest is to upload the file to the Leadership Learning Community website (http://leadershiplearning.org/leadership-resources/resources-and-publications) and tag the file as "Leadership for a New Era". Then grab the link URL and post the resource as a link on the appropriate page of the Leadership for a New Era website.

Adding and Editing Content

How can I add new content?

Select the page you want to modify and click the "EasyEdit" button. You will be able to type and edit information similarly to the way you do it in Word.

To upload a document, select the ‘add attachment’ option under ‘more tools’ (located at the top of the page, under the bar menu).

If your link or document does not fit into any of the categories listed, you can create a new page. You do this by clicking on the ‘Add a new page’ icon located at the bottom of the page menu. Learn more about adding new resources.

What happens when multiple users are editing the same page?
The site will give you three options:
1) Edit the new version and manually merge your changes into it (recommended)
If you choose #1 it will show you what the other user has saved and you can then manually merge your edits with theirs.

2) Do not save your changes and view the new version
If you all choose #2 then all the edits would be lost.

3) Save your changes and write over the new version
This option forces your edits to override whatever anyone else saved.

None of the options are ideal, so here is another alternative:
"I place an "In Use" disclaimer at the top of the page when I open it. Then immediately save the page. If I get the three options on save, then I select option 2 since I know someone else has the page open. It I do not, the saved version will alert all others that the page is being edited. If the options do not appear, then I reopen the page and make my edits. When done with editing, I remove the disclaimer and save. This tells everyone the page is available for editing."

What is tagging and how should I tag content?

Keyword tags allow other users to access that content more efficiently. For example, if someone searches the site for the term ‘race’ then anything tagged as ‘race’ will show up on the search. When you update a page in any way (add a thread, share an article, upload a resource, etc.), add a keyword tag so that it is easier for other users to be directed to that page. If you want to tag a thread, type keyword tags under your comment (in the box marked ‘Keyword tags’). If you want to tag a whole page then click on ‘edit keyword tags’ in the update

How can I get notified when content has been changed or added?

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Printing a page

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Service and Leadership

nataliallc — Thu, 04 Mar 2010 16:50:15 CST

Collaboration

nataliallc — Thu, 04 Mar 2010 16:49:51 CST

Social Change with a Network Mindset, a report by the Monitor Institute as part of their Working Wikily 2.0 initiative (2009)

This report gives specific examples of how networks are building community, developing and sharing knowledge, aggregating and coordinating resources and services, organizing people and effort, and getting to scale by "working wikily" -- with openness, transparency, decentralized decision-making and distributed action.

Platforms for Collaboration, an article by Satish Nambisan published in the Stanford Social Innovation Review (Summer 2009)

Nambisian identifies three kinds of collaboration platforms: exploration, experimentation, and execution. The exploration platform helps us define core problems and connect with problem solvers. The experimentation platform helps us develop and test prototypes in real world contexts. The execution platform helps us build and disseminate templates and help adopters adapt to system wide changes.

Collaboration Rules, an article by Phillip Evans and Bob Wolf published in the Harvard Business Review (July-Aug 2005)

This article describes how to build vibrant human networks. In short:
Deploy pervasive collaborative technology
Keep work visible
Build communities of trust
Think modularly
Encourage teaming
This advice holds for those working in the for profit and nonprofit sectors.

Collaboration 2.0: Technology and Best Practices for Successful Collaboration in a Web 2.0 World (2008) by David Coleman and Stewart Levine

The goal of the book is to look at collaboration holistically, examining technology, process, people and their roles in successsful collaboration. The purpose of Part 1 is to examine the evolution of collaboration technologies and introduce cutting edge technologies that can drive business results. The purpose of Part II is to create communication awareness and present "bridge-building" tools, including how to prevent and quickly resolve disagreements.

Emerging Topics

nataliallc — Thu, 04 Mar 2010 16:49:20 CST

Bay Area Learning Circle Shared Leadership

nataliallc — Thu, 04 Mar 2010 16:48:22 CST

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Leadership Learning Community Bay Area Learning Circle
Welcomed the DataCenter on Shared Leadership
October 21, 2009 from 3:00PM-5:00PM
California Endowment 1111 Boardway, 7th Floor Oakland

The Leadership Learning Community was excited to have Miho Kim and Celia Davis of DataCenter, a recipient of a 2008 LLCCommunity Seed Fund grant share their learning about the "Shared Leadership" model the Center adopted in 2006. With support from the LLCCommunity Seed Fund grant, in the Spring of 2009, the DataCenter facilitated three sessions on shared leadership with organizations and individuals in the Bay Area. The DataCenter's work on shared leadership was and is very much in alignment with a collaborative initiative the Leadership Learning Community was just beginning, Leadership for a New Era (LNE). This initiative promotes a shift from the status quo of the individual as leader model to a collective model that is inclusive, rooted in community, and action-oriented (see the LNE website which is a collaborative workspace) - the main topics for this initiative are Leadership and Race, Leadership and Networks, Collective Leadership and Leadership Across Difference.

Founded in 1977, DataCenter is a movement infrastructure institution that advocates for Research Justice, engaging community partners and professional allies in grassroots-led organizing and advocacy. Becoming an anti-racist, multicultural organization has been a stated strategic priority since 2003, and to that end, DataCenter adopted the Shared Leadership Model in 2006, a value-based, alternative leadership structure intended to deconstruct institutional hierarchy in the context of a 501(c)3.

It was a great meeting with many more questions raised, as the folks from the DataCenter promised, but little time to address them. Consequently, an email will be sent out to the participants inviting them to post their questions on the Leadership for a New Era wiki in the Collective Leadership section. Those questions will then collected and included in an interview with Miho Kim.

The meeting opened with brief introductions followed by an introduction to the work of the DataCenter. The Center decided to expand the scope of the "we" and study themselves as a social justice movement and see what they come up with. The staff process was facilited by Pat St. Onge who was the interim director at the time. As the Center began to engage on this lengthy process, one of the first pieces of work was to unpack peoples definitions of leadership and power. An early observation was that there was a great deal of silo-ing going on in the old structure, a lack of cross pollination. Miho informed participants in the room that in this work, the product was the process - and that they needed to have benchmarks so that people did not get process burnout.

Some of the questions, thoughts and observations that emerged in the room:

Readiness factor would be something that needed to be in place before embarking on the journey.
Could be a useful tool - and what would it mean to do this now?
What are the different ways to apply the tool?
What can be integrated?
It's really a process and process here is everything.
Set of values are posted on the wall (these are our values and principles) - each person contributes to the quilt.

Each person contributes a square to the Values and Principles quilt which represents the DataCenter Constitution. When making decisions - "I have the mandate to make decisions on a particular matter, but must consider the values and principles in the decision-making process.

Shared Leadership requires that the spirit of reciprocity is played out in concrete terms. Traditionally, leadership has been externally defined - shared leadership is not about a model you can grab on to, rather it's a journey. A never ending process that is focused on delivering and fulfilling the mission. It requires a significant investment of time - need for a long term commitment. One thing that emerges from shared leadership is that it challenges peoples barriers, really about the process - it goes very deep (think about ones own internalized racism, sexism, etc.). In a sense, it is really about personal transformation. Also, it is important that this is incremental as did not want to push peoples safety boundaries.

Meeting Resources
Following the meeting the DataCenter provided electronic copies of some of the resources they used at the meeting.

At the October 21st Bay Area LLC the DataCenter used a PowerPoint presentation to share some of their learning on Shared Leadership.
FAQ's about the DataCenter's Shared Leadership Model
Shared Leadership-inspired "Learning Opportunity Plan"
DataCenter's power analysis document "Power Analysis: Types and Sources of Power"
They also compiled "Some Zapatista Principles and Practices"
Finally, here you will find the DataCenter's descriptive piece on Leadership Styles that includes a grid that where you can rank yourself.

Collective Leadership

nataliallc — Thu, 04 Mar 2010 16:46:23 CST

Resources

Books and Articles

Alain Gauthier, "Developing Collective Leadership: Partnering in Multi-Stakeholder Contexts," included in the book Leadership is Global: Bridging Sectors and Communities (2006).
Shared Leadership: A Postheroic Perspective on Leadership as a Collective Construction (International Journal of Leadership Studies, 2007)
Joseph A. Raelin, Creating Leaderful Organizations
Joseph A. Raelin, Don’t bother putting leadership into people
Joe Raelin, Does Action Learning Promote Collaborative Leadership?
"A Dance That Creates Equals: Unpacking Leadership Development," By Denise Altvater, Bethany Godsoe, LaDon James, Barbara Miller, Sonia Ospina, Tyletha Samuels, Cassandra Shaylor, Lateefah Simon, and Mark Valdez. New York: 2005.
"Each One Teach One: Learning Leadership at TROSA," By Barbara Lau. New York: 2003.
“A Constructionist Lens on Leadership,” By Sonia Ospina and Georgia L.J. Sorenson, chapter in The Quest for General Theory on Leadership, edited by George R. Goethals and Georgia L.J. Sorenson. 2006
“Leadership (Re)Constructed: How Lens Matters,” By Sonia Ospina and Ellen Schall. Paper Presentation at APPAM Research Conference in Washington, DC, 2001.
Ross A. Wirth, Ph.D., The DAC Framework of Leadership

Initiatives

Kellogg Leadership for Community Change. Publications on collective leadership are available at this link.

Research Projects

Illuminating the Blind Spot: Leadership in the Context of Emerging Worlds. W. Brian Arthur, Jonathan Day, Joseph Jaworski, Michael Jung, Ikujiro Nonaka, C. Otto Scharmer, Peter M. Senge held a series of conversations and conducted dialogue-interviews with thought leaders on knowledge and leadership in 1999-2000. This paper summarizes what they learned about individual and collective leadership.

Tools

Center for Ethical Leadership Lead intermediary for the KLCC initiative, and a pioneer in cultivating collective leadership.
Collective Leadership Framework Activities -- A toolkit of good resources...you can also add your own.
Harvesting Wisdom from Convenings

LLC Funders and Evaluation Circle Meeting on Collective Leadership in January 2007.
- A list of attributes of collective leadership
- A set of indicators for 8 different elements of collective leadership
- Promising approaches, tools, and resources for evaluating collective leadership
- Co-Leadership Assessment Framework developed by Barry Kibel, SEED-NY for organizations to use to assess their current collective leadership capacity
- Notes from the Evaluation Learning Circle Breakout Group
Bay Area LLC Circle: The DataCenter on Shared Leadership. On October 21, 2009, Miho Kim and Celia Davis of the DataCenter shared their learning about the "shared leadership" model the Center adopted in 2006. It was a thought provoking session and raised many questions for the participants in the room. Check out a follow up interview with Miho and a synthesis of that interview.

KLCC and CEL meeting

This work is licensed under a Creative Commons Attribution 3.0 United States License.

Boston Learning Circle: Conversation About Leadership and Networks

nataliallc — Thu, 04 Mar 2010 16:45:20 CST

What attracts and sustains participation in a leadership network?
What conditions and processes support network self-organizing among leaders?
How do networks create leadership accountability?

Details: Date: Friday, March 26, 2010 9:00AM – 11:30AM ET Location: The Boston Foundation 75 Arlington Street, 10th Floor Boston, MA. Food will be served. Please RSVP by March 23rd

In coming together in a learning circle, we will mine what we are collectively learning about these questions, and share our learning through Leadership for a New Era (LNE) and other social networks. LNE is a collaborative research initiative launched by the Leadership Learning Community that seeks to promote a more effective and networked leadership model.

We invite you to join us if you participate in or facilitate a leadership network, use network approaches in your leadership development efforts, or invest in networks as a change strategy. We also encourage you to invite other colleagues or friends who may be interested in this topic. We look forward to seeing you there! If you have questions please contact us (info@leadershiplearning.org)

Rethinking Leadership Networks of Program Graduates

nataliallc — Thu, 04 Mar 2010 16:45:11 CST

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Over the years we have talked a lot about leadership program networks. In leadership program evaluations we often hear from program participants that relationships formed with others in the program are one of the most valuable and enduring parts of their experience. We have heard stories about these relationships fostering collaborations, providing an ongoing source of consultation and advice and as an information resource exchange network. It’s no wonder that leadership programs are eager to leverage the impact of these relationships by building sustainable networks of program graduates. The buzz around network approaches in the past several years has compelled and inspired leadership programs to imagine new possibilities for vibrant networks of their program graduates. The good news is that we have an opportunity to learn from a growing field of network organizing strategies. The bad news is that this field of work does not support conventional thinking and approaches to building alumni networks.
The Leadership Learning Community launched a collaborative research initiative, Leadership for a New Era, to explore how to support leadership that is more inclusive, networked and collective. As part of this work we are drawing lessons from a body of work on networks that can be applied to the ways in which we are thinking about leadership. It’s interesting to think about basic network principles and how we apply them to alumni development. For example, successful networks have the following characteristics:

Push power to the edges: decentralize decision-making
Distribute leadership
Provide fluid and open access to information, resources, and knowledge
Connect people, groups and other networks expanding reach and influence
Promote small group formation and reformation around shared interests and passions
Encourage openness and transparency

Do these features of successful networks characterize our approaches to networks of program graduates? First it’s important to recognize that most people who are effectively engaged in leadership are likely involved in networks that organically connect them to others in their field of work or community. Leveraging networks does not necessarily mean creating new networks. If new networks are being created it might be useful to ask for what purpose and in what relation to others. Networks generally are not closed systems, though most leadership (alumni) networks build platforms and hold events that are generally available to program graduates and special guests. A few programs, including Petra Foundation and KLCC, have created more porous boundaries that enable their leadership networks to connect themselves within existing broad coalitions or initiatives. Many leadership alumni programs are fairly exclusive and hierarchical and tend to promote formal organizational decisions about connecting with other organizations rather than authorizing participants to bring others into the network.
When forming an alumni network it might be helpful to ask yourself some questions:

What networks are our graduates already active in and what would be the best way to support them in those networks?
What is the purpose of our network?
How does the network organize itself?
Who participates in the network?
How are small groups or clusters in the network supported to act collaboratively?
How do networks engage in reflective learning about their purpose and process?
If you are trying to build a network, how do these network principles align with your approach?

This is new territory for many of us and we are interested in how we can learn together in this effort to take our leadership work to new levels of scale.
Original post: Leadership Learning Community Blog
Author: Deborah Meehan

LNE Engagement Webinar

nataliallc — Thu, 04 Mar 2010 16:44:59 CST

Participants

Name

Organization

Alfred Ramirez

Diverse Strategies

Geoff Downie

University of Illinois at Chicago, School of Public Health

Mailee Wang

Girls Incorporated of Alameda County

Max Klau

City Year

Ross Wirth

Franklin University

Sandra Robinson

Monika Hudson

Claire Reinelt

Leadership Learning Community

Deborah Meehan

Leadership Learning Community

Natalia Castaneda

Leadership Learning Community

Leadership in the Social Sector: Why We Need Change

nataliallc — Thu, 04 Mar 2010 16:44:48 CST

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Inclusive, networked, and collective approaches to leadership are vital for the development of the social sector, for its power to influence public will and public policy, and for the personal survival of leaders in the sector.

At present, the social sector leadership system privileges the exercise of leadership within organizations. An assumption exists that organizations are the most efficient and accountable way to deliver services and advocate for change.

The wisdom of this assumption has been seriously tested in the current economic environment. Nonprofit organizations, especially small ones, are struggling to survive the economic downturn and have few resources to collaborate with others. Large organizations are burdened by staffing, development, and management costs that compel them to spend enormous amounts of time raising money to ensure survival, leaving fewer resources to experiment with new forms of delivering services or jointly advocating for policies and practices that are so desperately needed for improving people’s lives.

While the dominant social sector leadership model has achieved many successes, its limitations are evident by increasing fragmentation, leadership burnout, and fears about who will lead organizations in the future. Underlying the organizational leadership crisis are:

Too much time spent raising money to sustain organizations with too little time spent on collaboration with other organizations to advocate for systemic and social change.
Too many demands with too few resources that lead to enormous feelings of stress, isolation, and unhelpful competition among leaders causing burnout.
Young leaders and leaders of color with little interest in ascending into leadership positions within the social sector because they do not see existing social sector organizations as an effective form of organizing transformational change.

Organizations working on the same issues that have aligned missions often see themselves as competitors. They compete for funding, for audiences, and for credibility in a system with too little peer support, too few opportunities to reflect and learn together, and inadequate infrastructure to support communication, coordination, and collaborative action. Competition encourages organizations to differentiate their unique value and make claims about what they can achieve alone, knowing full well that these achievements require enormous coordination, alignment, and collaboration with others.

If mission realization were elevated over organizational sustainability, there would be:

More constructive competition that stimulates innovation.
More networks of trusting relationships across race, sector, neighborhood, and generation.
More inclusive partnerships to coordinate resources to reduce duplication of services.
More learning communities of committed practitioners and thought leaders who connect their learning to improve practice and achieve greater impact.
More collective organizing that addresses the root causes of social issues

What are some of the leadership challenges you see in the social sector? What approaches to leadership development are critical for addressing these challenges? What’s missing in this discussion?

Original post: Leadership Learning Community Blog
Author: Claire Reinelt

Current and Potential Partners

nataliallc — Thu, 04 Mar 2010 16:44:31 CST

Bruce Hoppe and Connective Associates. Connective Associates partnered with LLC on a Social Network Analysis Project in 2007 that applied network mapping to three different types of leadership networks. The study concluded that networks that have a clear purpose, are more bounded and formalized, and have outside funding, may benefit most from using network maps as a capacity-building tool. Read more here. In a second project with the Berkana Institute in 2009, network mapping was applied in the context of a transnational learning network. With networks that focus on identity, belonging, and nurturing deep friendships, social network analysis tools may not align well with the group culture. Reflections on the outcomes of this project are here. Claire Reinelt, LLC's Research and Evaluation Director and Bruce Hoppe co-wrote a paper Using Social Network Analysis to Evaluate Leadership Networks (forthcoming in a special issue of Leadership Quarterly in 2010). This paper offers a framework for conceptualizing different types of leadership networks and uses case examples to identify outcomes typically associated with each type of network. One challenge for the field of leadership development has been how to evaluate leadership networks. Social Network Analysis (SNA) is a promising evaluation approach that uses mathematics and visualization to represent the structure of relationships between people, organizations, goals, interests, and other entities within a larger system. Core social network concepts are introduced and explained to illuminate the value of SNA as an evaluation and capacity-building tool. Bruce and Claire created a Leadership Networks website. We especially draw your attention to the bibliography and the case studies, and invite you to contribute your own resources and stories on leadership and networks. Bruce also recently collaborated with SeeChange on a network evaluation of the Hewlett Foundation's New Constituencies for the Environment: nonprofit organizations that are advocating for cleaner air on behalf of communities of color, the initiative targets efforts to address state policies that can deliver large-scale improvements.

Madeline Taylor and Peter Plastrik partnered with the Barr Foundation to publish Network Power for Philanthropy and Nonprofits. The Barr Foundation convened a group of experts and facilitated a study on thegrowing use of network strategies by nonprofit organizations, social entrepreneurs, and foundations. This report includes their key findings. Madeline, Peter and the Barr Foundation also collaborated on Net Gains- A Handbook for Network Builders Seeking Social Change. The Handbook starts with the point of view that networks provide social-change agents with a fundamentally distinct and remarkably promising “organizing principle” to use to achieve ambitious goals. The handbook provides practical advice based on the experiences of network builders, case studies of networks small and large, local and international, and emerging scientific knowledge about “connectivity.” They also collaborated with Bill Traynor on a case study of Lawrence CommunityWorks.

Bill Traynor and Lawrence Community Works. Bill recently published an article in Nonprofit Quarterly entitled Vertigo and the Intentional Inhabitant: Leadership in a Connected World. Bill also wrote an article on Building Community in Place with valuable advice about how to build community in a network environment.
Bill was a keynote catalyst at Creating Space IX and spoke on the ethic of reciprocity in community networks. Here's a youtube conversation between Frankie Blackburn (Impact SilverSpring), Bill Traynor and Judith Rosenberg (TEAMS).

Janice Epstein, Beth Beard and Impact Brokers. LLC awareded Impact Broker’s Boston Member Circle a Community Seed grant to support an online learning lab to explore the themes of social capital and networks within the framework of adaptive and collective leadership. Janice Epstein wrote a series of blog posts published on the LLC site that focused on leadership in a network environment. The blogs draw on learning and experiences of Impact Brokers, a cooperative of nonprofits, investors, consultants and community partners that is coming together to improve collective capacity to tackle complex social challenges. In many ways IB represents a “network of networks.”

Interaction Institute for Social Change. Created Network Building for Social Change-- a resource list on network mapping tools, networks in action, network technology, network blogs, and readings. They are developing a network-building approach that creates the conditions for the kind of innovation and experimentation needed to tackle society’s most intractable problems and reflect a new approach to movement building.

Diana Scearce and the Monitor Institute. They published a recent paper entitled Working Wikily 2.0: Social Change with a Network Mindset. The paper examines how networks and working with a network mindset—embracing principles like openness, transparency, decentralized decision-making, and distributed action—can help funders and activists increase their impact. Monitor and the Packard Foundation partnered on a two year inquiry on Philanthropy and Networks Exploration (PNE) into how foundations can tap and support the power of
networks.

The Social Network Team at Annie E. Casey Foundation (Audrey D. Jordan, Annie E. Casey Foundation;
Mary Achatz, Westat; Nilofer Ahsan, Center for the Study of Social Policy; Bahia Akerele, Annie E. Casey Foundation; Terri Bailey, The Piton Foundation; and Bill Traynor, Lawrence Community Works). They have overseen the publication series of five reports that looks at the definitions, research, power, practices, and insights relating the impact of social networks on family strengthening and community change as part of their Making Connections Initiative. Audrey Jordan who leads the Social Network Team at AECF published A Reflection on Why Social Networks Are Critical to Sustainable Change

Patti Anklam is author of Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World. She also writes a blog Networks, Complexity and Relatedness.
June Holley has been helping communities around the globe form Smart Networks by training and supporting Network Weavers.

Valdis Krebs is a leading researcher on applying social network analysis (SNA) and organizational network analysis (ONA). A series of case studies is available on the orgnet.com site.

Seattle Learning Circle: A Conversation About Leadership and Race

nataliallc — Thu, 04 Mar 2010 16:44:05 CST

Description:

The Leadership Learning Community, a national organization located in Oakland California, launched a collaborative learning initiative called Leadership for a New Era (LNE). This initiative includes a diverse group of partners who believe that we need to radically expand the ways in which we think about and develop leadership to become more inclusive, networked and collective. This change will be critical to breakthroughs needed to realize social and racial equity.
The first draft on Leadership and Race was posted to LNE’s collaborative workspace and is being edited by partners who have contributed their work to the summary. Over 45 people gathered in the Bay Area for an LLC Circle meeting to discuss this work and decided to continue meeting. We are inviting you to join us in bringing this conversation to the Puget Sound to see how we can bring a racial lens tot our work. The summary addresses the following questions:

Does current leadership thinking and practice contribute to structural racism?
Why are leadership strategies vital to achieving racial justice?
What leadership development approaches support racial equity?
What changes in our evaluation work will support racial equity?

If you would like to join us in this conversation, please read the paper and RSVP.

Leadership for a New Era - Recently Updated Pages

Bay Area Leadership and Race Learning Circle Part 2

Bay Area LLC "A Conversation on Leadership and Race, Part II" Planning Team Meeting

Planning Committee Work Space

A Conversation About Leadership and Race II

Proposed Meeting Agenda

Who else should be included in the email invitation?

Suggested questions for survey (to be sent out to list of invitees prior to convening to help inform the meeting design):

Use the space below to propose design ideas, questions, etc.

Leadership and Networks

Overview

Resources

Books and Articles

Videos

Presentations

Initiatives

Capacity-building and assessment tools

Rethinking Leadership

What is LNE

Why Join LNE

How to Participate

Leadership Across Difference

Overview

Resources

Books and Articles

Initiatives

Research Projects

Tools

Support LNE

Why this matters?

How can I support the work?

Our supporters

FAQs

About the LNE Website

Notifications

Attachments

Adding and Editing Content

Service and Leadership

Collaboration

Emerging Topics

Bay Area Learning Circle Shared Leadership

Collective Leadership

Resources

Books and Articles

Initiatives

Research Projects

Tools

Boston Learning Circle: Conversation About Leadership and Networks

Rethinking Leadership Networks of Program Graduates

LNE Engagement Webinar

Participants

Leadership in the Social Sector: Why We Need Change

Current and Potential Partners

Seattle Learning Circle: A Conversation About Leadership and Race

Description:

Meeting Notes: