Millennial Leadership Summit | New York City                                                                              ...
MILLENNIAL INTRODUCTION: AN URGENT NEED  “    I commit to pay more attention to different communities’ needs. To be a lead... is dedicated to creating stronger, more vibrant communities by harnessing the strengths, passion an...
MILLENNIAL LEADERSHIP SUMMIT: A UNIQUE leverages the unique characteristics of the Millennial Generation...
others, like the Team Rubicon guys, fell into their disaster relief model and ran with it; bringing it to admirable    sca...
MILLENNIAL LEADER VALUES: A DEMAND FOR CHANGEThrough this report, seeks to reveal the leadership values that ...
During these extraordinary times, when innovation has never been desired more but the risk of leading this work has neverb...
mentorship relationship that will provide Millennial Leaders with both professional and emotional guidance during their ci...
MILLENNIAL ENGAGEMENT STRATEGIES: A CALL TO ACTIONMillennials will lead our country; our ability to prepare them will dete...
CONCLUSION: OUR GENERATION, OUR COMMUNITIESThe Millennial Generation of 2012 is faced with an array of challenges, platfor...
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White Paper: Millennial Leadership Summit (MLS)


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White Paper: Millennial Leadership Summit (MLS)

  1. 1. Millennial Leadership Summit | New York City Invest. Innovate. empowers and invests in Millennials to create and implement solutions to social problems.
  2. 2. MILLENNIAL INTRODUCTION: AN URGENT NEED “ I commit to pay more attention to different communities’ needs. To be a leader or try to be the best leader I can. - Awa Ndiaye, The Goal Program, Durham Technical Community College ”Young people are often told: you are the leaders of tomorrow, only able to lead at some undetermined future time, you willinherit our country’s problems and your generation will be worse off financially than previous generations. Despite thiscommonly held belief, a recent Demos report on “The State of Young America” found that 68% of Millennials still believe theAmerican Dream is achievable for their generation1. The work of supports that sense of optimism and works with Millennials who are addressing some of our country’s most pressing problems and transcendinggenerational stereotypes to be at the forefront of social change and innovation. The goal of this report to shed a light on theneed for Millennial engagement at all level of civic life in our society, and to propose solutions to how to get to successfulleadership succession for our Generation.There is an urgent need in our country to offer Millennials better leadership development opportunities that support the newgeneration in their work to address critical challenges in our communities. With a notable shift taking place in the wayMillennials engage in democracy, in the changing face of the workforce and traditional career paths, in the blending of thesectors – we know we need to better prepare the Millennial Generation to be leaders of has heard the call for change from our peers for more Millennial-led leadership in our communities. This whitepaper chronicles our lessons learned, as told by the young people we work with. This report highlights the findings from ourMillennial Leadership Summit in New York City on November 10 – 12, 2011. We have heard from Millennials like Awa thatthey want to step into leadership roles, but need the training, resources and skills to fulfill their leadership potential.Millennial Leaders like Awa, who came to the United States four years ago from West Africa to pursue the American Dreamthrough higher education, are utilizing this generation’s diversity to redefine community and engage their peers both onlineand offline. The current economic and social issues we face demand Millennial engagement and have allowed Millennials tolook beyond party politics, traditional power structures and across sectors to invest, innovate and impact the world aroundthem. According to the Harvard Business Review, there is a shift in the face of the workforce taking place: “The makeup of the global workforce is undergoing a seismic shift: Millennials will account for nearly half the employees in the world. In some companies, they already constitute a majority.”2 As Millennials graduate and start their careers, they are demanding that their ideas and their perspectives to be taken seriously. Millennials are not only changing the way we work through new technology, telecommuting and a blurring of the line between personal/professional online and offline activities, but, also how we address issues through building new, innovative solutions. Over the past decade, we have seen a rise in social entrepreneurship and we hear from Millennials that they believe they can promote social change and make a good living while doing it. This work results in a blending of the nonprofit and for profit sectors that has not been seen before. In addition, while some Millennials are forging new organizations, others want clearer pipelines for leadership within their sector, continuing to reshape how we view traditional career paths.With the backdrop of the economic, political and social realities of 2012, more Millennials searching for jobs and joining theworkforce, and the greater demands for economic and social reform, we call on Millennials and stakeholders across the non-profit sector to use these findings to invest in leadership development for the young leaders of today, not just tomorrow.2|Page 1Demos and Young Invincibles. The State of Young America. Lake Research Partners and Bellwether Research & Consulting, 2012. 2Meister, Jeanne C. and Karie Willyeard. Mentoring Millennials. Harvard Business Review, 2010.
  3. 3. is dedicated to creating stronger, more vibrant communities by harnessing the strengths, passion and power ofthe Millennial Generation and investing in Millennial-driven solutions to social believes Millennials are crucial in creating long-term, sustainable, community based solutions to the challengesfacing our society. Millennials must authentically engage their peers in identifying problems, work collaboratively to createsolutions, and most importantly, work together to implement these solutions on their campuses and in their communities.MILLENNIAL has pioneered an innovative engagement model, convening more than 1,600 Millennials in-person and 20,000online across two and three-day intensive summit events in select cities nationwide. We have invested in 49 Millennial-ledprojects, addressing such critical issues as increasing the community college completion rate, addressing the challenges facingour returning Millennial veterans and improving the financial literacy of our generation.Celebrating our 10th anniversary year in 2012, is at a critical juncture in our history, growth and ability to buildthe transformative movement and achieve the tremendous impact that the Millennial Generation needs. Over the past twoyears, has acquired three leading non-profit organizations: GenerationEngage, Sparkseed, and YouthNoise andmore than quadrupled the size of our staff, network, resources and grew our network to over 200,000 Millennials. The growthhas been immense, the investment catalytic, the support crucial and is well prepared to scale our work, ourmembership and most importantly, the impact of the Millennials in which we has provided seed investments and support to innovative Millennial-led projects across the country including: Team Rubicon – Bridging the critical time gap between large natural disasters and conventional aid response by fielding small, self-sustaining, mobile teams of specifically skilled first-responders, military veterans, to the sites of natural disasters around the world. One Percent Foundation – Empowering every young adult to give away at least one percent of his or her income to philanthropy each year, creating a new generation of philanthropists who will help address critical needs in our communities and the world. Transition from Foster Care to College – Establishing a peer-run, campus based mentorship program that focuses on the challenges that students leaving the foster care system face when transitioning to college. Civic Spark – Building and empowering politically engaged citizens by utilizing technology to make government open and the legislative process accessible to all.HISTORYStarted in 2002 on the campus of UC Berkeley, has grown from a small group of 10 students into a nationalmovement with a network of over 200,000 Millennials who are a cross section of leaders in sectors and communities acrossthe United States.Through a series of national summits, where Millennials gather to discuss challenges facing our generation and workcollaboratively on solutions to address them, taps into and invests in the potential of the Millennial Generation tocreate sustainable, widespread change through projects that are launched on the community level, on and’s three-day, summit engagement process leverages the unique characteristics of the Millennial Generation toensure this generation has equal access to actively participate in our democracy, with the skills, resources, relationships andsupport necessary to work, both individually and collectively, to move our communities and our country seeks to redefine what it means to be civically engaged, helping to create a culture of community problem solvingthat is inclusive of all voices and ideas, utilizes all available resources, while trusting in the wisdom of “Millennial crowds” tochoose solutions that will have the greatest impact in communities around our country.3|Page
  4. 4. MILLENNIAL LEADERSHIP SUMMIT: A UNIQUE leverages the unique characteristics of the Millennial Generation – collaboration, diversity, technological savvyand an entrepreneurial spirit – to ensure that this generation has equal access to actively participate in our democracy, andthe skills, resources, relationships and support necessary to work, both individually and collectively to move ourcommunities and our country forward.At the Millennial Leadership Summit on November 10-12, 2011, convened over 130 social innovators andphilanthropic leaders to showcase the work of past summit award winners and civic entrepreneurs from across the country.The summit offered collaborative learning opportunities, networking with fellow thought leaders and Millennial-led expertsessions where award winners shared how investments from and its partners have allowed themto scale and elevate their work.The summit included participation from Millennials in the public and private sectors leading social innovation and engagingthe Millennial Generation in their work. In addition to the 34 past award winners and summit participants who attended theMillennial Leadership Summit, the 100 thought leaders represented a diverse set of institutions including educationalprofessionals from The City University of New York and American Association of Colleges and Universities; Millennialentrepreneurs leading their own social change work at organizations like StartingBloc, Nexus: Global Youth Summit,StartSomeGood, and The Green Economy; nonprofit and youth engagement organizations including YouthBuild, YoungInvincibles and the Right to Play; political officials and public figures such as the New York City Center for EconomicOpportunity and the Office of Russell Simmons, advocacy and policy groups like The Advocacy Lab, Student Public InterestResearch Group and the Domestic Workers Alliance; technology and media experts from CNN, Parade Magazine and PurpleStates TV; and members of the philanthropic community from the John and James L. Knight Foundation, Bill and MelindaGates Foundation, American Express, Lumina Fund for Education, Peter G. Peterson Foundation, and Laurie M. TischIllumination Fund. The summit also engaged an online audience through our summit webcast, with over 3,000 site visits.The first day of the summit focused on “Millennial voice” opportunities, where the Award Winners anopportunity to share their entrepreneurial experiences, best practices, and advice for current and future award winners. TheMillennial-led Expert Sessions represented the diversity of the program participants with topics including Starting a Non-Profit Organization, New Media and Digital Literacy, Collective Intelligence and Collaboration, Millennial SocialEntrepreneurship and Education and Innovation in Postsecondary Completion.The summit began with a panel of philanthropists from America Express Philanthropy, Bill and Melinda Gates Foundation,One Percent Foundation and Lumina Foundation for Education to describe their decision to fund’s work and theimportance of investing in Millennial leadership. This was followed by a panel Millennial Leaders, moderated by the NationalConference on Citizenship and featuring Millennial leaders from the DC Social Innovation Project, Kairos Society and CentralPiedmont Community College, who shared how they have develop their Millennial-driven solutions and offered advice forMillennial change-makers.The first day of the summit also featured rapid-fire speeches by some of the most successful investments. TheseTED Talk style presentations included topics on Millennial Leadership and Strategy from Team Rubicon, Millennial CivicEngagement and Legislative Transparency by Knowledge as Power, Community College Millennial Engagement from FosterCare to College and Millennial Philanthropy by the One Percent Foundation, highlighting some unique Millennialachievements and representing the power of this generation with an audience of Millennial peers and members of corporate,nonprofit and philanthropic organizations.One attendee describes their experience at the summit through a blog post:“ I recently had the pleasure of attending the Millennial Leadership Summit with 100 other Millennials with do-gooder visions and pragmatic solution-builders. Some, like Daniel, Mike, and Lana, already are making a huge dent in leading our generation to make giving a habit with substantial impact, and others like Marc, who have done some neat stuff, are continuing to become scholars in service and leadership. Some, like Allison, Jose, Chris, and Cliff, have great twitter feeds for their passions that I now follow and learn from. Still4|Page
  5. 5. others, like the Team Rubicon guys, fell into their disaster relief model and ran with it; bringing it to admirable scale in just under 3 years. [Throughout the summit,] business cards were flying, questions about “why do you do it?” were being sincerely posed across lines of geography and program area, and plans to connect after the summit were inked onto calendars. Not only was it a good conversation, but people certainly left with a refined thought process on solutions to social problems and their role(s) in doing so. They broadened their understanding of social entrepreneurship as each of an idea, a model, and a goal by integrating others’ thoughts and experiences. I was in the middle of writing this blog post – still without the right word to describe the individuals in attendance – when I shamelessly watched The Holiday and Eli Wallach’s character explained gumption best: In the movies we have leading ladies and we have the best friend. Leading ladies [or gentlemen!] have gumption. Everyone at this conference has gumption and will undoubtedly create something positive and innovative to impact the world.The second day of the summit featured advanced networking opportunities, interactive keypad voting evaluation, keynotespeakers in the social entrepreneurship and civic engagement fields, leadership development and trainings selected by the ”participants. Featured Keynote Speakers included Scott Heiferman, co-founder and CEO of Meetup; Trish Tchume, Director ofYoung Nonprofit Professionals Network (YNPN) National; and Lara Galinsky, Senior Vice President of Echoing Green.The summit utilized interactive keypad voting to discuss resources and tools needed by the summit participants to continuetheir work as civic entrepreneurs, which informed this report. Following that session, the summit focused on leadershipdevelopment and offered the participants networking and training opportunities including participant-selected sessions onCommunity Organizing with New Jersey Public Interest Research Group, Communications/Media with Weber Shandwick, andFundraising and Strategic Partnerships with iMentor and New York City Center for Economic Opportunity.Participants completed the summit by making “Commitments to Action”, to which they agreed to hold each other accountableafter the event. Below are some examples of how the summit participants planned to take comprehensive steps towardMillennial-led social change: “ I commit to using the network Ive created and share it with my Mobilize family, to help in anyway, to reach out to my peers, to share everything - to focus more locally and work to foster innovation in my home area. I commit to connect with all the people here and to work with them – expect me to stalk you on Facebook. I commit to leveraging my network to help you achieve your goals. I commit myself to the greater good – to the movement of social innovators and change makers. I commit my knowledge, resources, and network to aid everyone in their new venture. I commit myself to continuing bridging divides and empowering others to reach their dreams. ”5|Page
  6. 6. MILLENNIAL LEADER VALUES: A DEMAND FOR CHANGEThrough this report, seeks to reveal the leadership values that the Millennial Generation needs and embodies intheir social change work. These findings represent a diverse set of opinions including young nonprofit professionals, socialentrepreneurs, community advocates, campus leaders and service providers whose day-to-day work is creating andimplementing innovative solutions to some of our country’s most pressing problems. The views represented in this report arebased on the findings from the Millennial Leadership Summit and’s past 10 years of experience working with theMillennial Generation. The Millennial Leader Values can inform the sector on how to develop programs that address theunique Millennial needs and highlight the importance of investing in leadership development where it has the greatest impact.Finding 1: Networking v. NetworkMillennials are known as the “no-person-left-behind generation,” characterized as such because of their value of teamworkand collaboration3. Therefore it is no surprise that when it comes to their leadership values, building partnerships and anetwork ranks high on the list.For the Millennial Leadership Summit, participants were surveyed before arriving at the convening on their top three goals forthe summit. Everyone indicted that networking was their number one priority for achievement at the summit, seekingopportunities to: “network with like-minded Millennials,” “build relationships with funders,” and “connect with my peersabout issues affecting our generation.” The Millennials agreed, even before arriving at the convening, that they neededopportunities to meet potential funders, coalition partners and fellow leaders who can support their work.Networking is not a new concept and is a key part to any convening. However, the diverse group of Millennials represents tells us that simply hosting a reception and calling it a networking opportunity reinforces the informalpower structures that exist. Selective groups will form and Millennials often get left behind. In addition, many Millennialleaders have not had networking behavior modeled for them and do not know how to effectively engage with others in thissetting. “ Networking is hard, particularly with VIPs who only talk to each other rather than being approachable. You have to be proactive about getting face time. I wished I had instruction on how to go about networking. It’s hard to see the difference between just socializing and networking. ” There can be a lot of great people in the room, but if you don’t provide a space for forced networking, then people will just stay in their groups.When building programs, networking skills not only need to be modeled, but also authentic opportunities and intentionalconnections need to be made in order for the networking to be effective. Leadership skill-building for Millennials shouldinclude how to navigate social situations and how to get the best Return On Investment (“ROI”), for their participation in aconvening. In addition, these convenings need to be thoughtful as to who is in the room, which individuals are beingconnected to each other and how Millennials can be included without being put at the “kids table.”Beyond networking, Millennial Leaders expressed a desire for a support system. One participant during the Commitments toAction described: “I want us to use each other and our unique abilities to support the future of the people here in the room.”Millennials desire interpersonal connections and authentic relationships that can support them in their work and allow themto forge connections with others who have similar experiences.At the Millennial Leadership Summit, hosted a conversation on failure. Millennial leaders served on a panelentitled “Fail. Fail again. Fail better.” recognizing that failure is part of the process of starting a civic or social venture,discussing how it can contribute to the learning process, and having established leaders share their advice on how toovercome the challenges/failures Millennials face in leading social change. This panel was one of our most popular, becausethe participants really valued an honest dialogue on the necessity and reality of failure.6|Page 3Nikravan, Ladan. Leadership Qualities of a Millennial Leader. Chief Learning Officer Magazine, MediaTec Publishing, 2011. 4Rhodes, Jean. Achieving the Promise of Youth Mentoring. The Center for Evidence-Based Mentoring, 2011.
  7. 7. During these extraordinary times, when innovation has never been desired more but the risk of leading this work has neverbeen greater, Millennial Leaders feel this pressure and need a safe space to share their ideas and process their failures.Millennials truly value relationships with their peers and seek opportunities online and offline to be a part of a network ofyoung leaders. Groups like that can create these safe spaces are providing a valuable service that fostersinnovation and entrepreneurship.Finding 2: Mentorship and Practical LearningThere is undoubtedly a vast amount of research and literature on the value of mentorship. According to The Center forEvidence-Based Mentoring “Evaluations of youth mentoring programs have provided evidence that high-quality, enduringrelationships can improve academic, behavioral, and psychosocial outcomes.” 4 However, establishing a mentorship programthat successfully imitates the organic process of a mentor relationship can be challenging. It is important to understand whatMillennials are looking for in the mentorship.We saw that Millennial Leaders first and foremost want guidance from mentors, especially from individuals who can modelsuccess, stability and achievement as a young person. This guidance is both professional and personal, going beyond careeradvice or specific expertise, but someone to help with “how to manage the emotional experience, mental health, andinterpersonal conflicts.” Millennial Leaders closely correlate their work with their identity and this commitment is whatattributes to their success and ability to create innovative solutions, but it can also cause emotional distress when facing achallenge or failure. “ I wish I had access to life-coaching because I’d find that most useful; hearing from someone who has “made it.” Id like to talk to someone from the ghetto that has made it. I was raised by a single mom, who was raising two ” kids and two foster kids, and I get down sometimes. I need someone to keep me motivated, someone who has been where Ive been.For many Millennial Leaders, they may have advisors, educators or employers, who have supported them in their work butfew have had the dedicated time and commitment of a mentor who does not have a professional interaction with them. Mostoften, these individuals are strained for time and therefore not suited for the emotional guidance Millennials seek, nor are theyinvested in their personal success outside the professional setting. Independent mentorship programs are highly valued andsomething we heard is missing in the sector during the Millennial Leadership Summit.Another important aspect of working with Millennial leaders is creating skill-building opportunities. However, the tendencyto pack a program with trainings and expert sessions is not necessary the right course of action. Similar to the mentorship andnetwork desires, Millennials want to make personal connections to their work. Therefore, skill-building should not onlycontain information on strategies and techniques, or even case studies of work, but the most effective session include practicallearning. “ Expert sessions are more effective if they are interactive and focus on practicing the skills learned. For example, I would have liked to practice making a fundraising pitch to funders. ” Given the various levels of experience represented at the Millennial Leadership Summit, learned that participants preferred sessions where they had “hands-on” experience or scenario planning. These types of practical learning sessions were not only the most popular, but also the most relevant because each Millennial Leader could apply the concept to their personal experience and level of familiarity or expertise with the topic. When designing trainings, it is important not to assume that Millennial Leaders do or do not have a particular level of experience with the topic. Rather than spending the majority of the presentation time on an overview of the topic, Millennial Leaders prefer to be given time to ask questions and put the knowledge into practice immediately. This also means that in-person trainings are more successful than virtual trainings and when resources are available, the in-person experience is ideal.From the feedback at Millennial Leadership Summit, has uncovered the strategies that cultivate the highest levelof leadership development for the Millennial Generation. First, leaders within the non-profit sector must create a thoughtful7|Page
  8. 8. mentorship relationship that will provide Millennial Leaders with both professional and emotional guidance during their civicor social venture, and identify someone outside the institutions they typically work with to ensure individualized commitmentto the relationship. Secondly provide skill-building opportunities that focus on practical learning; employing collaboration,scenario or role playing and hands-on learning that will allow Millennial Leaders to put those new skills into immediate action.Finding 3: Mapping ResourcesMillennial Leaders have a deep sense of commitment and passionfor social change5. We see this in their social media commentary,their active involvement in online and offline deliberation on socialproblems and their innovative work building Millennial-ledsolutions. However, these leaders need to be better connected tothe communities and resources that will support their work. Giventhe speed and amount of information which we receive throughnew technology and the complex social and political powerstructures, Millennials need help parsing this information andidentifying their true heard that the need to create a guide that mapsresources for Millennial Leaders was overwhelmingly supported.Millennials see an urgent need to get out in their community and problem solve, however they do not have the network tosupport them or the mentors to guide them through navigating the resources they need to do this. In particular, informationon the process of creating an organization, nonprofit or for profit, is desired. Millennials want to make informed decisions onhow to employ different business models and tools that increase the impact of their social change work.These leaders recognize that there is not a “quick fix” to our country’s most pressing problems and that there is a need to buildlong-term solutions that address the many aspects of the challenges we face. The Millennial Generation has risen to thischallenge and it falls on the sector to identify the resources that can aid them in their work and to map the power structures toensure that the innovative ideas Millennials have can be put into action and help them fulfill their mission.Some of the key resource areas Millennial Leaders identified include:8|Page
  9. 9. MILLENNIAL ENGAGEMENT STRATEGIES: A CALL TO ACTIONMillennials will lead our country; our ability to prepare them will determine who leads, how they lead and the future of ourworld.Today, the Millennial Generation faces mounting obstacles in employment, education, environment, financial security, etc. andthey are also met with a public misperception that characterizes them as apathetic, arrogant and self-obsessed. There issignificant work to be done not only to support Millennials in overcoming these challenges and pursuing innovative solutionsto their problems, but also in preparing society as a whole for the wave of Millennial leadership. Currently, we have a culturewhere the expectations that we have of the Millennial Generation do not match the hope that Millennials have for themselvesand perhaps more urgently, does not meet the pressing needs that our country, and our world, has for the next generation ofleaders. This report hopes to provide insights into a small set of the lessons that has learned from our Millennialconvenings, but also to provide a call to action for our sector to engage, empower and invest in Millennials and to rest assuredthat the benefit of doing so will have immense returns in financial, human and social has spent a significant amount of time asking the Millennials in our network what resources they need, whatrelationships theyd like to develop and how the sectors they work in, the schools they attend, the organizations they work for,can be better at including them in authentic ways. We hope that this report serves as a spark for more discussions, led byMillennials, on what is working and what is not working and how we can be better. Resoundingly, we heard three key calls toaction:  Change Leaders Today: Understandably, Millennials are fed up with the narrative that they are "future" leaders, somehow still waiting for their turn to change the world around them until they turn 18, and can vote, or turn 34 and can run for President. The terms "future", "next", "emerging" are used with the best intention, but for the Millennials in the network, they were carefully chosen words that undercut their immense capacity to contribute, today – now.  Tell Your Own Story: This lesson was a valuable one, learned publicly by our CEO, Maya Enista Smith, during a funder convening and reconfirmed through multiple conversations with the talented Millennials with which we have the good fortune to work with. Maya had been asked to give a keynote at a conference of 500 philanthropists, non-profit leaders and elected officials, and after sharing the history of, Maya searched for an example of the impact of our work, on the ground. She began, "There is a young woman in Charlotte, North Carolina, who attended our Target 2020 Summit. She was formerly homeless and recently enrolled at Durham Tech." and Maya went on to talk about the challenges that this young woman had faced, the obstacles she had overcome and the community work that she had dedicated her life to, in part because of an investment she received from It was a powerful story; one that Maya should not have been telling, but instead – she should have been telling her own story to that room. For, that realization meant that we would make a concerted effort and put resources towards ensuring that Millennials from our network would accompany the staff on trips to visit funders, at conferences, during speeches and panels and it was the role of to use the access that we had as a national organization to give these inspirational Millennials a platform from which to tell their stories, and prepare them to do so. In 2011, accomplished this by provided opportunities for Millennial voices to be represented at the following convenings: Lumina Student Voices Conference, Civic Collaboratory, Bill and Melinda Gates Foundation Annual Grantee Convening, 2012 Knight Foundation Election Meeting, US. Department of Education Financial Aid Award Letter Convening and Institute of Higher Education Policy’s National College Completion Coalition.  Create Intergenerational Learning: The Millennials that we work with have greatly appreciated the opportunity to connect with changemakers of different generations and learn from the successes and failures of previous generations. Too often, these conversations are convened from a place of generational warfare, and not one of sharing lessons learned, collaboration and appreciation for the diverse experiences that each generation brings to the table.9|Page
  10. 10. CONCLUSION: OUR GENERATION, OUR COMMUNITIESThe Millennial Generation of 2012 is faced with an array of challenges, platforms and unique events that have never beenfactors for previous Generations. The strategies that Millennials have and will use to solve problems to help empower theirpeers will have to be innovative, creative, and sustainable to make an impact in the world. Through the work of Mobilize.orgwe have been able to access the need for investment, resources and action for our peers and young people across all sectors tosupport real change in the way we utilize tools for civic engagement. The findings in this report are influencing’sfuture programming and we wanted to share the data with our peers in the hopes that it would serve as a resource for otherMillennials.The Millennial Leadership Summit served as a roadmap to where the Millennial Generation has become a drivingforce, and highlighted the urgent need for leadership opportunities within our Generation. The tactics for supplying thedemand for leadership within our Generation are as diverse as the young people who embody the word “Millennial”, butthrough Millennial-driven solutions that tell our story as a Generation, we will be able to take action for long-lastingsustainable work that mirrors Millennials sense of optimism and hope for our country.10 | P a g e