Leadership for a New Era Engagement Webinar


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We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.

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  • The first section will address the leadership challenges of the social sector that are exacerbated by autonomous nonprofits with executive leadership focused on organizational survival. The second section will share what network forms of leadership that are being experimented with in the social sector and highlight what supports success and what challenges arise. The third section will discuss network leadership competencies that are critical for leading in the connected age (I.e., hyper communication, global integration, complexity of system problems) The fourth section will describe what leadership development supports are needed to catalyze and unleash the power of networks. This is a shift from thinking about how to sustain networks connections. The fifth section will focus on how to evaluate network leadership, with a particular focus on how network leadership catalyzes collective action.
  • Imagine relationships of trust likes pipes through which ideas, information, resources and accountability flow. The more open and connected these relationships are, the more easily conversation and dialogue can happen, and people can align their actions with what others are doing. Clay Shirky once famously said “if you want to know where new interesting useful ideas are going to come from, don’t look at crowds and don’t look at individuals, look at small groups of smart people arguing with each other Innovation, creativity, and serendipity -- the cornerstones of progress and change-- thrive in environments where accountability exists in working relationships not in the exercise of authority and control. Investing limited resources where there is energy and momentum building has great breakthrough potential Limit investment in building organizational and institutional infrastructure because these are hard to change and dismantle; forms need to support the emergence of new ideas, new relationships, and other sources of innovation and creativity.
  • Leadership for a New Era Engagement Webinar

    1. 1. Leadership for a New Era (LNE) Engagement Webinar By: Leadership Learning Community January 2010
    2. 2. Intro <ul><li>Goals for the Webinar: </li></ul><ul><ul><li>Share progress </li></ul></ul><ul><ul><li>Discuss emerging ideas and questions around Leadership and Race and Leadership and Networks </li></ul></ul><ul><ul><li>Give you a chance to connect with other LNE members </li></ul></ul><ul><ul><li>Support your use of the website to facilitate your participation </li></ul></ul><ul><li>Logistics </li></ul><ul><ul><li>Agenda & Live Chat Window </li></ul></ul><ul><li>http://www.leadershipforanewera.org/page/LNE+Engagement+Webinar+Agenda </li></ul><ul><ul><li>Twitter hashtag: #llcircle </li></ul></ul>
    3. 3. LNE Overview
    4. 4. Overview <ul><li>Collaborative research initiative launched by the Leadership Learning Community in 2009 </li></ul><ul><li>Leadership Learning Community </li></ul><ul><ul><li>National nonprofit organization transforming the way leadership development work is conceived, conducted and evaluated </li></ul></ul><ul><ul><li>Focus on leveraging leadership as a means to promote social justice </li></ul></ul><ul><ul><li>Identify, evaluate and apply cutting-edge ideas and promising practices in the field </li></ul></ul><ul><ul><li>National network of hundreds of funders, consultants and programs </li></ul></ul>
    5. 5. Leadership for a New Era <ul><li>What: </li></ul><ul><ul><li>To produce a body of research, resources and recommendations about how to be more inclusive, networked and collective in our leadership work </li></ul></ul><ul><li>Why: </li></ul><ul><ul><li>The primary current leadership model places a strong focus on the individual’s role and responsibility in the change process and does not: </li></ul></ul><ul><ul><ul><ul><li>Leverage network-centric approaches </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Support racial justice outcomes with a systemic analysis of structural racism </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Promote leadership as a democratic and relational process that supports collective action </li></ul></ul></ul></ul><ul><ul><li>The leadership landscape is changing </li></ul></ul><ul><ul><ul><li>Projected generational transfer of leadership </li></ul></ul></ul><ul><ul><ul><li>Development of new social technologies </li></ul></ul></ul>
    6. 6. Leadership for a New Era <ul><li>Who : </li></ul><ul><ul><li>Those who are committed to leadership development work: programs, funders, researchers, program participants </li></ul></ul><ul><li>How: </li></ul><ul><ul><li>Produce publications and online resource directories </li></ul></ul><ul><ul><ul><li>Leadership and Race </li></ul></ul></ul><ul><ul><ul><li>Leadership and Networks </li></ul></ul></ul><ul><ul><ul><li>Collective Leadership </li></ul></ul></ul><ul><ul><ul><li>Leadership across Difference </li></ul></ul></ul>
    7. 7. Unique Opportunity <ul><li>Contribute to, and be part of, a growing network of practitioners, researchers and funders who are committed to promoting and supporting more inclusive, networked and collective leadership </li></ul><ul><li>Establish relationships with peers in the fields of leadership development, network development, and community development </li></ul><ul><li>Access the latest thinking and practices in these fields </li></ul><ul><li>Share and get exposure for your materials and research </li></ul>
    8. 8. Engaging with LNE
    9. 9. What has been achieved?
    10. 10. Awareness and Participation <ul><li>Outreach </li></ul><ul><ul><li>Secured commitments from 20 well recognized potential partners to participate as writers </li></ul></ul><ul><ul><li>Increased participation on the website through social media, email and blogger outreach </li></ul></ul><ul><li>Engagement </li></ul><ul><ul><li>Hosted a series of webinars and face-to-face convenings to increase participation </li></ul></ul><ul><li>Content </li></ul><ul><ul><li>Produced synthesis for Leadership and Race </li></ul></ul><ul><ul><li>Produced synthesis outline for Leadership and Networks </li></ul></ul>Over 85 participants registered on the website Steady increase on site traffic Over 90 meeting participants (face-to-face and webinars)
    11. 11. LNE Website
    12. 12. Leadership & Networks
    13. 13. Publication Overview <ul><li>Framing questions: </li></ul><ul><li>Why are network approaches to leadership vital for the social sector? What are the consequences of perpetuating the dominant leadership model? </li></ul><ul><li>What network forms are being experimented with in the social sector and across sectors? What are common leadership challenges in catalyzing and unleashing networks? </li></ul><ul><li>What is network leadership in the connected age? </li></ul><ul><li>What leadership development supports are needed to catalyze and unleash the power of networks? </li></ul><ul><li>How can evaluation support learning about network leadership and transform the potential for collective action? </li></ul>
    14. 14. Influences of the Dominant Culture on Leadership Work in the Social Sector <ul><li>Many leadership programs are based on the dominant culture’s beliefs that hierarchical organizations with strong executive leadership are best prepared to address the social, economic and environmental challenges we face. This assumption fails to understand that: </li></ul><ul><li>Organizational fragmentation in the social sector is inefficient and costly when compared to “networked nonprofits” </li></ul><ul><li>Top down leadership structures limit information sharing and the development of innovative solutions when compared with distributed leadership within and across organizations </li></ul><ul><li>A focus on organizational success often displaces a focus on mission achievement </li></ul>
    15. 15. How to Catalyze and Unleash Network-Centric Leadership in the Social Sector <ul><li>Build relationships of trust that support the flow of ideas, information, resources and accountability across divides </li></ul><ul><li>Use technologies and methodologies that support small groups to self-organize around what they care about </li></ul><ul><li>Let go of control </li></ul><ul><li>Invest resources where energy and momentum is building across a network </li></ul><ul><li>Build only forms that are flexible, informal, have provisional leadership, and are always open to new people </li></ul>
    16. 16. Questions <ul><li>What network forms of leadership do you see being experimented with in the social sector? By whom? </li></ul><ul><li>How are social technologies transforming leadership? </li></ul><ul><li>What leadership development strategies unleash the power of networks? </li></ul>
    17. 17. Leadership & Race
    18. 18. Publication Overview <ul><li>Framing questions: </li></ul><ul><ul><li>Does current leadership thinking and practice contribute to structural racism? </li></ul></ul><ul><ul><li>What leadership strategies are vital to supporting racial justice? </li></ul></ul><ul><ul><li>How can leadership programs help to mitigate the impact of centuries of structural disadvantage along lines of race? </li></ul></ul><ul><ul><li>What evaluation approaches can facilitate our learning about leadership work that supports racial justice? </li></ul></ul>
    19. 19. Influences of the Dominant Culture on Leadership Work <ul><li>Many leadership programs are based on the dominant culture’s beliefs about the role of individuals in change and fail to understand: </li></ul><ul><li>Structural disadvantage along lines of race, and therefore assume a level field where results are based on ability and skill </li></ul><ul><li>The relational and collective nature of leadership in which meaning-making around social identities and lived experience builds collective action </li></ul><ul><li>To dismantle structural racism it is necessary for leadership programs to address how structural advantage/disadvantage is perpetuated and to build connections and identify systems-level strategies </li></ul><ul><li>be supported </li></ul>
    20. 20. Leadership Work can Help to Address Structural Racism <ul><li>Leadership programs can mitigate historical disadvantage by providing access to new skills (e.g. policy), expanded networks, visibility, information, leadership opportunities and financial resources </li></ul><ul><li>Leadership programs that incorporate an analysis of structural racism can provide opportunities for groups to: </li></ul><ul><ul><li>Make meaning of their experiences </li></ul></ul><ul><ul><li>Engage in healing and inner work in a safe environment </li></ul></ul><ul><ul><li>Build relationships and networks within and among groups </li></ul></ul><ul><ul><li>Collectively develop, test and adapt systems change strategies </li></ul></ul>
    21. 21. Questions <ul><li>What role do you think leadership programs should or can play in trying to tackle issues of structural racism? </li></ul><ul><li>What ideas do you have about how leadership programs can make a difference in racial justice? </li></ul><ul><li>What have you seen in leadership work that you believe is having an impact on racial justice? </li></ul>
    22. 22. Next Steps
    23. 23. Stay Involved! <ul><li>Update your profile </li></ul><ul><li>Continue to share resources </li></ul><ul><li>Continue to engage in dialogue </li></ul><ul><li>Suggest ideas for future exploration </li></ul><ul><li>Promote LNE ! </li></ul>
    24. 24. Questions/Comments?