Leadership Learning Community
Presentation

Ladder to Leadership:

……………………………………………………….

Developing the Next
Generation ...
Agenda

………………………………………………………..

•
•
•
•
•

About RWJF and CCL
Why RWJF Made this Investment
An Overview of CCL’s Program ...
Robert Wood Johnson Foundation

………………………………………………………..

www.rwjf.org
©2012 Center for Creative Leadership. All Rights Res...
www.ccl.org
CCL is a nonprofit, educational institution that
reaches more than 120 countries from locations on
4 continent...
Why RWJF Made this Investment
………………………………………………………..

• 40+ year history of investing in leadership
development
• Strong ...
Program Background
………………………………………………………..

• Awarded a 10-month planning grant to CCL
for program research
• Fielded an o...
Communities Selected
Portland, OR
N=30

Central New York
N=26

Cleveland, OH

Newark, NJ
N=30

N=30

Kansas City
N=29

Rur...
Center for Creative Leadership
………………………………………………………..

©2012 Center for Creative Leadership. All Rights Reserved.
Ladder to Leadership Program
………………………………………………………..

• Develop emerging leaders in
health and health-related
nonprofit or...
Ladder to Leadership:
Developing the Next Generation of Community Health Leaders
Community Collaboration—Site Visit &
Rela...
Evaluation Planning
………………………………………………………..
• Evaluation plan developed by CCL team:
o 2 CCL Evaluators
o 1 General Consul...
Evaluation Questions
………………………………………………………..
To what extent is the program identifying and recruiting participants
from th...
Evaluation Design Timeline
Baseline

Short Term
Impact

Intermediate
Impact

Long Term
Impact

(0 months)

(7-11 months)

...
Evaluation Scope

………………………………………………………..

2,776 SURVEYS &
INTERVIEWS
completed!
1,725 PEOPLE provided data!

©2012 Center...
Recruitment
………………………………………………………..

•
•

Age:
Race/Ethnicity:
o
o
o
o
o
o
o

White:
African-American:
Hispanic/Latino:
Mu...
Reactions to the Program
% of participants who “agree” or “strongly agree”

………………………………………………………..
Would recommend
LTL

C...
Individual Impact

©2012 Center for Creative Leadership. All Rights Reserved.
Findings from REFLECTIONS®
% reporting ability “improved” or “significantly improved”

………………………………………………………..
Leadership ...
“The first session really opened my
eyes to what leadership means and
gave me a glimpse into what I could
become.”
~ LTL F...
It wouldn’t be an exaggeration to say that Ladder to Leadership saved my
career. I think if I hadn’t gone through the prog...
Individual Impact: Long Term
% reporting improvement to a “great” or “very great” extent

………………………………………………………..

77%

• ...
Organizational Impact

©2012 Center for Creative Leadership. All Rights Reserved.
Organizational Impact:
Intermediate

% reporting ability “improved” or “significantly improved”

………………………………………………………..
A...
Organizational Impact: Long Term
% reporting improvement to a “great” or “very great” extent

………………………………………………………..

61%...
“I believe it increased connections to
outside future leaders that resulted in new
collaborations and strengthened existin...
Since completing the program I
spearheaded a merger of two non-profit
organizations and quadrupled my
budget and employees...
Community Impact

©2012 Center for Creative Leadership. All Rights Reserved.
Community Impact: Intermediate
………………………………………………………..

62%
66%

• Increased ability to identify
health-related needs in t...
Community Impact: Long Term
………………………………………………………..

44%

51%

• Leading collaborative
projects in community (to a
great o...
Collaboration with Other Fellows
Central NY - Time 1, Time 2, Time 3

Time 1
Density = .03

Time 2
Density = .15

Center f...
“One of the specific areas that I identified for
improvement through the LTL Program was
collaboration skills. As a result...
“Our action learning team is working to
improve food access through virtual
grocery ordering and delivery…My heart
soared ...
Community Impact Through
Action Learning
………………………………………………………..
• Birmingham Team--Community Garden
• Birmingham Team—Hea...
Learning Application: Barriers
• Time
• Economy
• Organizational Support
• Race, power, privilege

©2012 Center for Creati...
Conclusions
………………………………………………………..

• Fellows improved leadership skills
o Identifying strengths & developmental needs
o ...
What We Learned &
Where We are Going Now…
………………………………………………………..
• The importance power of Boundary
Spanning Leadership
•...
QUESTIONS

©2012 Center for Creative Leadership. All Rights Reserved.
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RWJF Ladder to Leadership Program: A Story of Individual and Community Impact

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In this webinar, Sallie George of the Robert Wood Johnson Foundation and Lynn Fick-Cooper and Sarah Stawiski of the Center for Creative Leadership share the story of how their organizations partnered to develop 220 emerging community health leaders and in the process how their work effected meaningful change in 8 different vulnerable communities across the United States.

During the Webinar they share:

Why the Robert Wood Johnson Foundation made this investment;

An overview of the program the Center for Creative Leadership designed and delivered to achieve RWJF’s intended outcomes; and

How successful they were in achieving these outcomes.

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  • SALLIE to OPEN THINGS UPFORMAT – All headers 44 font and centered or left aligned
  • SALLIE
  • SALLIEResearch helped us understand the target audience better and the needs of their supervisors
  • LYNNtalk about Action Learning
  • LYNN
  • SARAHThe idea is that: We wanted to figure out how to evaluate-comprehensive program that needed a comprehensive approach, RWJF had established a National Advisory Committee, of which 3 members served on a sub-team focusing on evaluation, which included Claire Reinelt from LLC. Planning year occurred, then, there wasn’t a whole lot developed yet in terms of an evaluation.
  • SARAH: We Came up with evaluation questions to guide our plan. We made the decision to focus primarily at the individual level which is reflected in the plan and the results. Of course the program was designed to have impact at the organizational and community levels but we also recognized that the most direct and immediate impact would be observed at the individual level. Organizational and community are longer term.
  • SARAHThe items highlighted in red type are intended to show the sources for the results that we’ll present today from the evaluation.
  • SARAH This is 218 Fellows + 1447 other raters, includes bosses + apx 30 AL coaches (do you know the exact #?) and apx 30 community sponsors (do you know the exact #?) 2746 is correct from my calculationsJMT’s count:SNA v1,2,3 = 453 surveysReflections = 1825 surveysSurvey Gizmo ALLP, Boss, Sponsor, BIS 1/2 = 468 surveys***Over 1,700 provided data—apx.***ADD IMPACT SURVEY HIGH response rates – most above 90%, many at 100%
  • SARAHTotal # of Fellows = 216 (the dashboard report 219—the map reports 218)You might call attention to the fact that we think an average of 41 applicants per targeted region, which in some cases was one county was pretty good given the constraints we faced, e.g. one person per organization could apply and in these impoverished regions, many organizations during this time frame (recession of 2008) did not feel they could give up one of their key mid-level or high-level leaders for the time they would have to invest in this program. We got good quality applicants. Age is about what you’d expect for an emerging health care leader, someone about to move into an executive director role. As far as race and ethnicity, we did manage to get a very diverse applicant pool that was representative of the communities they represented. The demographics varied from community to community. E.g. Newark had a different profile than NC.
  • SARAH (Updated as of 10/28/2013)Fellows had favorable reactions to LTL as the program concluded andone-year post-program.Demands on Fellows’ time was rated lower than other aspects. Remind listeners of the context economically during which they were engaged in this program. Participants found the content of the curriculum helpful to them in dealing with the challenges they were facing at work, but it was difficult to take time away from the office.
  • SARAH
  • SARAH—updated as of 10/28/13All ratings are extremely high for both self, and to a somewhat lesser extent, all other ratersOn 360 instrument, at least 80% of all raters (self and others) saw improvement in every leadership competencySelf-ratings of improvement higher than others’ ratingsLong-term impact highest for “leadership ability”
  • LYNN (Confirm that Lynn is talking about this slide)Add a highlight story here. Include picture. Could have Alex and/or Judy pull some quotes, pull stories, pull picturesAdd a slide on the range of AL topicsFollowing is the URL for a letter from an ABQ Fellow that might be good here:O:\CVD\Project Manager Files\Ezzell\1_Sallie's Gift\Cohort 4_ABQ\Son Stone, Linda\Linda Son-Stone letter.pdfO:\CVD\Project Manager Files\Ezzell\1_Sallie's Gift\Cohort 4_ABQ\Son Stone, Linda\ABQ Session 2 pics 137.jpg (she’s in the middle of this photo)
  • LYNN[“It was through Ladder to Leadership that I understood that people need leaders. It was at the second session at CCL that I made the decision to leave my organization. It was scary to leave without another job lined up, but I had gained enough confidence in my ability to, as they say at CCL, “trust the process.”]Long story short is that I am now Executive Director at the American Lung Association in New Mexico. One of my current employees was in LTL with me, and we enjoy a high level of trust with each other. We have collaborated with other LTL grads on a number of projects. I understand my strengths and weaknesses as a leader, and work harder than ever. I also enjoy myself more, and feel that I have learned the tools where I can be successful and make a difference in New Mexico.
  • SARAH (Updated as of 10/28/13)
  • SARAH
  • SARAH (Updated as of 10/28/13)SHIFT TO ORG IMPACT Response options represented—need to explain this slide and how we interpret this as organizational impactSo many raters. Not just the participants that thought the program was so great, but the raters confirm what the participants are reporting On 360 assessment, at least 75% of all raters (self and other) reported improvement on all organizational capabilities they were asked to rate, as a result of the Fellows’ participation in LTL.
  • SARAH (Updated as of 10.28.13)One year post-program, more than 50% of Fellows still reported a positive impact at the organizational level.
  • LYNN
  • LYNNLFC: Following is a direct quote from Cassandra if you prefer: The bottom line to this story is I am 100% confident that I would NOT be here today without the Ladder to Leadership Program. I would have never had the confidence to take the risks that I have taken or to even put myself out there as a leader and there would be no way I would publicly celebrate it.”(done, jmt 7/12/12)And, a link to her photo:O:\CVD\Project Manager Files\Ezzell\1_Sallie's Gift\Cohort 1_NY\Sheets, Cassandra\Central New York Commencement Professional Photos 263.jpg“I have learned that leadership is more than just being about work it is about letting go of personal baggage that impedes successful leadership. I have learned to be less perfect, more transparent and to let go. This sounds easy but it has been a journey where the steps at times seemed so tall but yet with confidence they can be conquered. As a whole I communicate more and am genuine in my actions that really facilitate relationships. Professionally, wow have I soared. When I started LTL I was a new Executive of a small non-profit organization.
  • SARAH
  • SARAH (Updated as of 10/28/2013)As we said, we were primarily focused on measuring impact on the individual level, but we do have some indicators of impact at the org and community level but much of our evidence is qualitative (e.g. the examples Lynn is sharing)16% - Increase in Work-Related Collaborations among Fellows42% - Leading collaborative projects in community to a great or very great extent
  • SARAH
  • LYNN
  • LYNNHighlight the fact that this team received a grant to continue the food delivery program. “I want to thank each of the members of your team who have advocated for, and supported the Ladder to Leadership program. This program has been transformative for me, both for my community and my personal development.”“Our action learning team is working to improve food access through virtual grocery ordering and delivery. We are piloting the program in two neighborhoods: one a Section 8 housing location and one neighborhood is primarily comprised of elderly residents and those with limited mobility. We met with stakeholders, planned the program with the residents, and are starting the ordering process this week. Yesterday we did a tutorial with some residents about how to make an order online. Another great testimonial can be found in following letter:O:\CVD\Project Manager Files\Ezzell\1_Sallie's Gift\Cohort 8_KC\Smith, Jennifer\Jennifer Smith letter.pdf
  • LYNN
  • LYNNBarriers to application, greater impact 1 person per orgTime & Economy-trying to get by with fewer resources, the time away was even more of a barrier; economy beyond that it actually helped them to manage with fewer resources.Org support-when push came to shove, hard to get away and dedicate time and at times boss or organization changed.R, P, P-leaders were dealing with this and how it impacted ability to be leaders in their organization; this was also very relevant to the populations they served. Added content and integrated it into the program which made the program stronger-integrated throughout (not just one module).
  • SARAH8 cohorts successfully recruited with only a few drop outs All AL projects completedAnything else from Dashboard? They improved considerably in all leadership areas-including these.Org impact-hard to have that translate into impact on the org. Nonetheless we were able to see changes in collaboration, decision making and networking.Also hard to have a community impact but we were able to develop a cadre of leaders across the community who are still connected and collaborating with each other.
  • SALLIE
  • LLC to FACILITATE?
  • RWJF Ladder to Leadership Program: A Story of Individual and Community Impact

    1. 1. Leadership Learning Community Presentation Ladder to Leadership: ………………………………………………………. Developing the Next Generation of Community Health Leaders
    2. 2. Agenda ……………………………………………………….. • • • • • About RWJF and CCL Why RWJF Made this Investment An Overview of CCL’s Program Design An Overview of the Evaluation Design The Program’s Impact at the Individual, Organizational, and Community Levels • What’s Next • Q&A ©2012 Center for Creative Leadership. All Rights Reserved.
    3. 3. Robert Wood Johnson Foundation ……………………………………………………….. www.rwjf.org ©2012 Center for Creative Leadership. All Rights Reserved.
    4. 4. www.ccl.org CCL is a nonprofit, educational institution that reaches more than 120 countries from locations on 4 continents. Nearly 21,000 leaders from 3,000 organizations engage with CCL each year, to think and act beyond the boundaries that limit their effectiveness. Colorado Springs, CO Greensboro, NC San Diego, CA Russia Brussels, Belgium Singapore
    5. 5. Why RWJF Made this Investment ……………………………………………………….. • 40+ year history of investing in leadership development • Strong support of community-based nonprofits & recognition of capacity building needs • High % of non-profit leaders were expected to retire • Focus on early to mid-career professionals • Confidence in CCL • CCL’s ability to customize a leadership experience & draw from a national cohort of coaches ©2012 Center for Creative Leadership. All Rights Reserved.
    6. 6. Program Background ……………………………………………………….. • Awarded a 10-month planning grant to CCL for program research • Fielded an online survey = over 1,500 individual responses • Supported several focus • Ladder to Leadership • $3.6M national program • Ran from 2007-2012 with 8 cohorts in 8 U.S. communities • High-level National Advisory Committee to assist with program/evaluation design & community selection ©2012 Center for Creative Leadership. All Rights Reserved.
    7. 7. Communities Selected Portland, OR N=30 Central New York N=26 Cleveland, OH Newark, NJ N=30 N=30 Kansas City N=29 Rural North Carolina N=19 Albuquerque, NM N=30 Birmingham, AL Center for Creative Leadership N=21
    8. 8. Center for Creative Leadership ……………………………………………………….. ©2012 Center for Creative Leadership. All Rights Reserved.
    9. 9. Ladder to Leadership Program ……………………………………………………….. • Develop emerging leaders in health and health-related nonprofit organizations • Up to 30 emerging leaders from each of 8 communities • In-depth leadership development process includes: • Multiple face-to-face sessions • 1:1 coaching • Action learning team projects with coaches • Goal development planning • Mentoring www.laddertoleadership.org ©2012 Center for Creative Leadership. All Rights Reserved.
    10. 10. Ladder to Leadership: Developing the Next Generation of Community Health Leaders Community Collaboration—Site Visit & Relationship Building Promotional Event – Launch Application Period in Community PHASE I: Orientation to Leadership Development Kickoff Meeting Process Orientation Webinar (1-Month) In Community 1.5-Days AL Project Team Meeting with Coach (2-Months) 90 minutes (in community) PHASE II: Intensive Leadership Development (4-Months) PHASE III: Sustaining the Impact (4-Months) (4-Months) Session I Session II Session III Commencement Leading Self Leading Self & Others Influencing Groups & Systems Sustaining the Impact CCL Campus 4-Days CCL Campus 3-Days CCL Campus 3-Days 2 AL Project Team Meetings with Coach AL Project Team Meeting with Coach AL Project Team Meeting with Coach (in community) (in community) In Community 2-Days (in community) Follow on coaching calls PROGRAM EVALUATION A national program of the Robert Wood Johnson Foundation in collaboration with the Center for Creative Leadership M E N T O R I N G
    11. 11. Evaluation Planning ……………………………………………………….. • Evaluation plan developed by CCL team: o 2 CCL Evaluators o 1 General Consultant o 1 Social Network Analysis Consultant • Vetted by: o CCL Full Team o RWJF National Advisory Committee: Evaluation Sub-team members (including Claire Reinelt & LLC) o RWJF: Program Officer ©2012 Center for Creative Leadership. All Rights Reserved.
    12. 12. Evaluation Questions ……………………………………………………….. To what extent is the program identifying and recruiting participants from the intended population? What impact is the program having on individual leadership development? What impact is the program having on the Fellows’ organizations and communities? What are the barriers and facilitators of program impact? What have we learned that can inform future leadership development efforts in this field? ©2012 Center for Creative Leadership. All Rights Reserved.
    13. 13. Evaluation Design Timeline Baseline Short Term Impact Intermediate Impact Long Term Impact (0 months) (7-11 months) (13-16 months) (28-30 months) • Social Network Survey • Cohort & Community Profiles • • • Brief Impact Surveys -1&2 AL Coach Survey Community Context Assessment • • (Formative) End of Session Surveys CCL & RWJF Staff Debriefs PHASE I • Kick Off • Action Learning Teams & Project Selection REFLECTIONS® • SNA-2 & Impact Survey • Boss Survey • AL Coach & Team Sponsor Surveys • SCM Interviews PHASE II • • • • Sessions I-III Action Learning Team Work Goal Planning 1:1 Coaching • Commencement Center for Creative Leadership • SNA-3 & Long Term Impact Survey • Boss Survey PHASE III • • • • Mentoring Workshop Mentoring (6-12 months) Sustaining the Impact Measuring the Impact
    14. 14. Evaluation Scope ……………………………………………………….. 2,776 SURVEYS & INTERVIEWS completed! 1,725 PEOPLE provided data! ©2012 Center for Creative Leadership. All Rights Reserved.
    15. 15. Recruitment ……………………………………………………….. • • Age: Race/Ethnicity: o o o o o o o White: African-American: Hispanic/Latino: Multi-racial: Asian: Other: American Indian: 37.7 years 65% 20% 8% 5% 2% 1% <1% • Years with Organization: 4.9 years • Average # of applicants: 41.3 ©2012 Center for Creative Leadership. All Rights Reserved.
    16. 16. Reactions to the Program % of participants who “agree” or “strongly agree” ……………………………………………………….. Would recommend LTL Content is relevant LTL met my expectations Format & time demands are feasible 0% 20% 40% 60% 80% 100% Immediate Post (n=176) 1 Year Post (n=101) ©2012 Center for Creative Leadership. All Rights Reserved.
    17. 17. Individual Impact ©2012 Center for Creative Leadership. All Rights Reserved.
    18. 18. Findings from REFLECTIONS® % reporting ability “improved” or “significantly improved” ……………………………………………………….. Leadership effectiveness Awareness of impact of behavior… Readiness for leadership… Use feedback to make changes Effective on collaborative projects Understand different perspectives Work across organizational… Use systems thinking Coach others in the organization 0% 20% Self (n=193) 40% 60% 80% 100% Others (n=1,648) ©2012 Center for Creative Leadership. All Rights Reserved.
    19. 19. “The first session really opened my eyes to what leadership means and gave me a glimpse into what I could become.” ~ LTL Fellow (North Carolina) ©2012 Center for Creative Leadership. All Rights Reserved.
    20. 20. It wouldn’t be an exaggeration to say that Ladder to Leadership saved my career. I think if I hadn’t gone through the program, I would have abandoned the nonprofit world. I am excited to have this new opportunity to serve my community. For this, I give a huge “thank you” to the Robert Wood Johnson Foundation. ~ Deborah Hoffman, Albuquerque Fellow
    21. 21. Individual Impact: Long Term % reporting improvement to a “great” or “very great” extent ……………………………………………………….. 77% • Increased ability as leader 64% • Took on more responsibilities 60% • Effectively engaging in collaborative relationships All Self ratings, n=100 ©2012 Center for Creative Leadership. All Rights Reserved.
    22. 22. Organizational Impact ©2012 Center for Creative Leadership. All Rights Reserved.
    23. 23. Organizational Impact: Intermediate % reporting ability “improved” or “significantly improved” ……………………………………………………….. Ability to deal with complex challenges Work group collaboration Quality of decision-making processes Work-related social networks Openness to diverse perspectives Coaching enviroment 0% 20% Self (n=193) 40% 60% 80% Others (n=1,607) 100% ©2012 Center for Creative Leadership. All Rights Reserved.
    24. 24. Organizational Impact: Long Term % reporting improvement to a “great” or “very great” extent ……………………………………………………….. 61% • Working across organizational boundaries 66% • Increased team collaborations 61% • Leveraging resources to support work of the organization All Self ratings, n=100 ©2012 Center for Creative Leadership. All Rights Reserved.
    25. 25. “I believe it increased connections to outside future leaders that resulted in new collaborations and strengthened existing relationships. It also gave fresh perspectives on leadership style that influenced leadership within and external to our organization.” ~ LTL Fellow’s boss (Cleveland) ©2012 Center for Creative Leadership. All Rights Reserved.
    26. 26. Since completing the program I spearheaded a merger of two non-profit organizations and quadrupled my budget and employees. I went from Executive Director to Chief Executive Officer. The new organization is one year old this year and we are doing great. Under my leadership we have completed and are implementing a strategic plan (with a comprehensive succession plan). I have the best relationship with my board of directors (they were my nemesis during the LTL days)! In March of this 2010 I was provided with an award of Non-Profit Executive of the Year. “ ~ Cassandra Sheets, Central New York
    27. 27. Community Impact ©2012 Center for Creative Leadership. All Rights Reserved.
    28. 28. Community Impact: Intermediate ……………………………………………………….. 62% 66% • Increased ability to identify health-related needs in the community (to a great or very great extent) • Increased ability to identify health-related resources in the community (to a great or very great extent) All Self ratings, n=174 ©2012 Center for Creative Leadership. All Rights Reserved.
    29. 29. Community Impact: Long Term ……………………………………………………….. 44% 51% • Leading collaborative projects in community (to a great or very great extent) • Leveraging networks to address community health challenges (to a great or very great extent) All Self ratings, n=99 ©2012 Center for Creative Leadership. All Rights Reserved.
    30. 30. Collaboration with Other Fellows Central NY - Time 1, Time 2, Time 3 Time 1 Density = .03 Time 2 Density = .15 Center for Creative Leadership Time 3 Density = .10
    31. 31. “One of the specific areas that I identified for improvement through the LTL Program was collaboration skills. As a result of this, even though I have strong introvert tendencies, I made a conscious effort to spearhead a multi-agency grant application process that resulted in the award of a $568,000 grant for our county for pregnant and parenting young women.” ~ LTL Fellow (North Carolina) ©2012 Center for Creative Leadership. All Rights Reserved.
    32. 32. “Our action learning team is working to improve food access through virtual grocery ordering and delivery…My heart soared when I heard residents talking about “our project” and “our nutrition”! I sat with a mom while she checked nutrition labels for fruit snacks, and chose one without high fructose corn syrup. She had been giving her two children candy from the local convenience store as their afternoon snack. What a transformation to be witness to!” ~Jennifer Smith, Kansas City Fellow
    33. 33. Community Impact Through Action Learning ……………………………………………………….. • Birmingham Team--Community Garden • Birmingham Team—Health-E-Teen Website/Grant • Newark Team—formed a nonprofit to help community members find ways to connect to volunteer opportunities • Kansas City Team—On-Line Food Delivery Program • Kansas City Team—Funded to create nonprofit focused on trauma stewardship ©2012 Center for Creative Leadership. All Rights Reserved.
    34. 34. Learning Application: Barriers • Time • Economy • Organizational Support • Race, power, privilege ©2012 Center for Creative Leadership. All Rights Reserved.
    35. 35. Conclusions ……………………………………………………….. • Fellows improved leadership skills o Identifying strengths & developmental needs o Engaging in collaborative relationships o Effectiveness as a leader • Fellows’ organizations were impacted o Collaboration o Decision-making o Networking • Fellows’ communities were impacted o Developed network of leaders o Collaborations resulting from network ©2012 Center for Creative Leadership. All Rights Reserved.
    36. 36. What We Learned & Where We are Going Now… ……………………………………………………….. • The importance power of Boundary Spanning Leadership • The need for team/coalition-based work in community settings; supported by leadership development and a coach • The need to continually raise people’s consciousness about race, power, and privilege issues within communities ©2012 Center for Creative Leadership. All Rights Reserved.
    37. 37. QUESTIONS ©2012 Center for Creative Leadership. All Rights Reserved.

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