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Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
Simulation weadership ppt4 final
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Simulation weadership ppt4 final

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Presented to DOL, Region 6 Conference, November 3, 2011.

Presented to DOL, Region 6 Conference, November 3, 2011.

Published in: Business, Technology
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  • 1. YES,THIS IS THELEADERSHIPSESSIONVINZ KOLLER, KRISTIN WOLFF& YOUSOCIAL POLICY RESEARCH ASSOCIATES
  • 2. SPRINGFIELDPROSPERITYPRIZECOMMUNITYRESPONSEBRIEFINGVINZ KOLLER, KRISTIN WOLFF& YOUSOCIAL POLICY RESEARCH ASSOCIATES
  • 3. Your briefing should address thefollowing questions: 1. In your view, what is the mostessential workforce challenge thisinitiative could help us address in thenext five years? 2. How would you invest foundationresources to maximize our impact onthis challenge? How will you know ifwe’re successful?
  • 4. h"p://ar(cles.ocregister.com/2010-­‐10-­‐19/ci(es/24820311_1_council-­‐forums-­‐bresse"e-­‐and-­‐carruth-­‐randal-­‐sco"-­‐oakley  
  • 5. THINGS WE’VELEARNED ABOUTWORKFORCELEADERSHIPSOCIAL POLICY RESEARCH ASSOCIATES
  • 6. 2. BUILD DIVERSE 1. ADOPT A WIDE-ANGLE NETWORKS POINT OF VIEW Leaders collaborate with partners creatively, using informal networks alongside traditional Leaders look for new ways to apply their re- boards or policy councils. sources and expertise. They focus on commu- nity problems, not just workforce problems. 3. EMBRACE OPENNESS 4. ENCOURAGE Leaders share the role of leadership with staff, EXPERIMENTATION partners, and the public. They use social tech- 6. CULTIVATE NEXT nologies to listen, inform, and collaborate. Leaders know workforce development needs GENERATION LEADERS new ideas, and new ideas need testing.Leaders build skills and share knowledge inin their communities. 5. ADD UNIQUE VALUE THE FUTURE OF WORKFORCE LEADERSHIP: can make a real difference in their communities. Only those who add value remain relevant. WEADERSHIP
  • 7. 1 ADOPT A WIDE-ANGLEPOINT OF VIEW
  • 8. 2 BUILD DIVERSENETOWORKS
  • 9. 3EMBRACEOPENNESS
  • 10. 4 ENCOURAGEEXPERIMENTATION
  • 11. 5 5ADD UNIQUE VALUEADD UNIQUE VALUE
  • 12. 6 CULTIVATE NEXTGENERATION LEADERS
  • 13. STRATEGYINFORMATION& ANALYSISPEOPLENARRATIVE
  • 14. US Department of Labor, National Association of Counties, National Association ofWorkforce Boards, National Conference of State Legislatures, National GovernorsAssociation, National League of Cities, US Conference of Mayors, CaliforniaWorkforce Association, 102 Individual Workforce Leader Contributors (to Date) Flickr Friends: Letter P (takomabibelot); SF Library (ahockley); Diverse Networks (US Army Environmental Command, Ft. Meade, pas.ca); Open (gsimmonsonca); Board Meeting (isgce); (jdanvers); M&Ms (averain). SPR Research Team: Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash, RickiKozumplik, with assistance from Annie Nyborg and Miloney ThakrarFollow us on Twitter: @WFLeadershipFor more information: www.weadership.org
  • 15. Enhancing WorkforceLeadership is a project of:Seeded with support from: The US Department of Labor Employment and Training Administration

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