We gave this presentation to the great people who attended the San Francisco Office of Economic and Workforce Development Spring Forum, April 12-13, 2011.
This was presented to the Business Services Leadership and Technology Training Event, May 3-4, 2011. The event was organized by the US Department of Labor's Employment Training Administration.
Things We've Learned About Workforce LeadershipKristin Wolff
1. This document discusses insights from workforce leaders on the evolving nature of workforce leadership. It notes that effective workforce leadership requires collaboration between diverse partners, as well as adapting to changing expectations about work and the evolving needs of the global economy.
2. Workforce leaders must address a wide range of issues, align partners toward shared goals, and ensure strategies have measurable impacts. Younger workers also have different expectations that leaders need to consider.
3. Developing workforce leadership is an ongoing process that demands lifelong learning and finding new ways to share knowledge and institutionalize the skills of retiring workers. High-quality partnerships are needed to fully address the large workforce needs in many communities.
Gender-Global Entrepreneurship and Development Index Presentation BriefRuta Aidis
Gender-Global Entrepreneurship and Development Index (GEDI) slide presentation for USAID/IFC Women's Leadership in Small and Medium Enterprises Seminar Series, December 12, 2013
The document discusses building entrepreneurial development systems in rural communities. It describes how Valley County, Nebraska transformed from a very rural and small community with depopulation and no development plan to having strong economic growth through implementing four pillars: organization/staffing, policy leadership, entrepreneurship, and charitable assets. It also outlines some common elements of effective entrepreneurial development systems, such as external resource networks, entrepreneur development coaches, and capital access programs.
21 Irrefutable Laws of Leadership - Law 1 & 2samfarris
The document discusses the first two of John Maxwell's 21 irrefutable laws of leadership: the Law of the Lid and the Law of Influence. For the Law of the Lid, it notes that all leaders have limitations ("lids") on their leadership ability and discusses ways for leaders to "lift their lids" through opportunities for growth. For the Law of Influence, it discusses how leadership is about influence rather than just titles or positions, and debunks common myths about what makes a leader. The document engages participants in discussing examples of these laws of leadership.
We gave this presentation to the great people who attended the San Francisco Office of Economic and Workforce Development Spring Forum, April 12-13, 2011.
This was presented to the Business Services Leadership and Technology Training Event, May 3-4, 2011. The event was organized by the US Department of Labor's Employment Training Administration.
Things We've Learned About Workforce LeadershipKristin Wolff
1. This document discusses insights from workforce leaders on the evolving nature of workforce leadership. It notes that effective workforce leadership requires collaboration between diverse partners, as well as adapting to changing expectations about work and the evolving needs of the global economy.
2. Workforce leaders must address a wide range of issues, align partners toward shared goals, and ensure strategies have measurable impacts. Younger workers also have different expectations that leaders need to consider.
3. Developing workforce leadership is an ongoing process that demands lifelong learning and finding new ways to share knowledge and institutionalize the skills of retiring workers. High-quality partnerships are needed to fully address the large workforce needs in many communities.
Gender-Global Entrepreneurship and Development Index Presentation BriefRuta Aidis
Gender-Global Entrepreneurship and Development Index (GEDI) slide presentation for USAID/IFC Women's Leadership in Small and Medium Enterprises Seminar Series, December 12, 2013
The document discusses building entrepreneurial development systems in rural communities. It describes how Valley County, Nebraska transformed from a very rural and small community with depopulation and no development plan to having strong economic growth through implementing four pillars: organization/staffing, policy leadership, entrepreneurship, and charitable assets. It also outlines some common elements of effective entrepreneurial development systems, such as external resource networks, entrepreneur development coaches, and capital access programs.
21 Irrefutable Laws of Leadership - Law 1 & 2samfarris
The document discusses the first two of John Maxwell's 21 irrefutable laws of leadership: the Law of the Lid and the Law of Influence. For the Law of the Lid, it notes that all leaders have limitations ("lids") on their leadership ability and discusses ways for leaders to "lift their lids" through opportunities for growth. For the Law of Influence, it discusses how leadership is about influence rather than just titles or positions, and debunks common myths about what makes a leader. The document engages participants in discussing examples of these laws of leadership.
Chiefs for Gender Equity Open State Event Sept 28 2017Stephanie Dumas
The South Australian Chiefs for Gender Equity and the Premier’s Council for Women will host an event at the Open State Festival to discuss gender stereotypes in the workplace. They plan to challenge common myths and biases that still exist. The panel discussion will be led by local business leaders and will provide solutions used by SA businesses to recognize and eliminate entrenched biases related to recruitment, promotions and workplace policies in order to increase gender diversity, innovation and productivity.
2016 Masterminds —21 Laws — 5 The Law of AdditionMikel Steadman
Leaders add value to others. The Law of Addition states that good leaders add value to others rather than simply focusing on tasks or goals. Leaders can add value by truly valuing others, making themselves more valuable to team members, and understanding what others find meaningful. Good leaders focus on adding value to their team members to help them succeed and feel appreciated.
The purpose of the Rural Online Initiative (ROI) Pilot Program is to provide Utah’s rural workforce and businesses with an agency that provides education/training and services for online opportunities in remote employment, freelance work, and online commerce.
How I Tried holacracy and Lived to Tell the TaleSandy Mamoli
This is the story of introducing holacracy at a New Zealand tech company, whose CTO gave Sandy a one-line instruction: “I’d like you to make it happen.”
Come along and learn from Sandy Mamoli’s successes and failures in her team’s quest to create a truly self-organising organisation. Learn what worked and what didn’t, and find out how the team resolved the question of whether they had joined a cult or actually improved their business.
The Eagles Autism Foundation raised over $7 million in its first two years to fund autism research and support programs. In 2019, the Foundation's Eagles Autism Challenge event raised $3.5 million from over 25,000 donors and had 3,645 participants. To better coordinate its efforts, the Foundation launched the Eagles Autism Foundation umbrella organization. It also partners with organizations like Lincoln Financial Group, which launched an autism employment program called Autism2Work to help neurodiverse individuals find jobs.
#HTHLeadingChange The 7D's of the future of workPerry Timms
The marvellous international hotel school in Amsterdam held an event around change and the future of work and I was privileged to share my thoughts via this slidedeck.
The document discusses the roles and relationships between leaders and followers. It addresses what defines a leader, what leaders do, and how leaders influence followers. The goal of leadership is described as creating shared, desired futures by facilitating people to work together effectively toward common goods through defining clear goals and roles.
Meet the Finalists of the APAC Conscious Business Leadership Awards 2016 - HR LinkedIn Talent Solutions
In it's second year, the Conscious Business Leadership Awards in Asia Pacific has attracted a coveted list of HR Leaders who are personifying Conscious Business.
Learn more about the winners here: http://bit.ly/1VmsuSp
This document appears to be notes from a leadership mastermind group discussing the 21 Irrefutable Laws of Leadership. It provides an overview of what mastermind study is, some group guidelines, and then moves through discussing qualities of good leaders, fears leaders face, an evaluation, and an overview of how the group will learn and discuss each of the 21 laws.
IPM South Africa - Business Models and the Future of WorkPerry Timms
The document discusses future business models and norms for the 21st century workplace. Key technologies discussed include robotics, AI, virtual/augmented reality, 3D printing, blockchain, and more. It suggests business models will shift from hierarchical to networked, with transformative purpose, experimentation, crowd-sourced innovation, and flexible workforces. Workers may be on-demand and lifestyle-based. Ownership will move to leveraged utilities and sharing. The future of work involves digitization, socialization, decline of jobs/managers, death of hierarchy, democratized learning, and disruption as usual. Exponential organizations will digitize, deceive, disrupt, dematerialize, demonetize, and democratize.
Not Silicon Valley: Entrepreneurship, EverywhereGIS Planning
Can a strong entrepreneurial ecosystem exist outside the core hotbeds of venture activity, such as San Francisco, New York City or Boston? As more cities and regions attempt to understand the key ingredients to generating new high-growth jobs and venture activity, the most successful entrepreneur-focused strategies remind us that entrepreneurship comes in many shapes and sizes. This panel features economic developers and thought leaders with experience in supporting every kind of aspiring business - from the second-stage company to the Main Street storefront to the home-based microenterprise. Learn new ideas on how to provide the right combination of assets and services to build an entrepreneurial environment with a universal focus and comprehensive results.
What you will learn:
• How to support multiple types of entrepreneurs and identify the value that each brings to your community
• Ideas for building an entrepreneurship strategy based on your community's unique characteristics
• Proven techniques for addressing the most important needs of small businesses at different stages in their development
Moderator: Maria Meyers, Director, University of Missouri-Kansas City Innovation Center, Network Builder, US SourceLink, Kansas City, MO
Speakers:
• Charlie Brock, President and CEO, Launch Tennessee, Nashville, TN
• Mark Hays, Market Intelligence Expert, SizeUp for Local Business Intelligence (LBI), San Francisco, CA
• Nathan Kurtz, Manager in Entrepreneurship, Ewing Marion Kauffman Foundation, Kansas City, MO
• Christian Saublens, Director, European Association of Development Agencies (EURADA), Brussels, Belgium
This document summarizes interviews with experienced practitioners on creating walkable communities. It discusses that communities should be engaged through inclusive processes to develop a shared vision and identify champions. It also stresses the importance of listening to communities and addressing their real concerns. Additionally, it notes that walkability requires changes to both projects and policies, such as implementing "gateway projects" to demonstrate walkable design, prioritizing pedestrian and bicycle infrastructure, and aligning rules and funding incentives to support walkable development. The overall message is that successful walkability requires addressing both the social and built environment aspects of a place.
The document outlines the agenda for a regional meeting to discuss activities for young people in the West Midlands. It notes that over 18,000 young people say activities are a top concern. The meeting aims to determine what activities currently exist, if they provide value, and how activities can be promoted more effectively. By the end of the day, they need a plan to continue advocating for more activities and a plan for an event in November. The document then outlines the 5 stages of a Things to Do scrutiny process to enable young people to ask questions and make recommendations about activities and services.
The document announces a monthly event called "Night of the Futures" held at Betahaus Neukölln in Berlin to discuss the futures of work through impulse talks, panels, workshops and networking. The events are organized by Futures Space, a company that aims to guide other companies on identifying new opportunities, provide a platform to discuss future topics and impacts, and spread future insights. The upcoming event on July 25th will focus on changes to leadership and organizations due to changing work factors.
The Workforce Alliance - Skills, Messaging & a Great CampaignKristin Wolff
The document discusses the Workforce Alliance's response to addressing the skills gap in the 1990s. It formed as a national coalition of employers, educators, and workforce groups to advocate expanding access to training. It launched the Skills2Compete campaign to promote the message that every U.S. worker should have access to at least two years of education or training beyond high school. The campaign saw successes like references to its goals by President Obama and the introduction of new legislation. The document outlines the campaign's strategies and tools used and lessons learned about effective advocacy.
The document lists various identities and roles in a community. It includes identities such as youth member, program director, artist, and director. Roles listed include those in workforce development, education, government, and community organizations. The identities and roles cover a wide range of sectors in the community from youth programs to industry to government.
Chiefs for Gender Equity Open State Event Sept 28 2017Stephanie Dumas
The South Australian Chiefs for Gender Equity and the Premier’s Council for Women will host an event at the Open State Festival to discuss gender stereotypes in the workplace. They plan to challenge common myths and biases that still exist. The panel discussion will be led by local business leaders and will provide solutions used by SA businesses to recognize and eliminate entrenched biases related to recruitment, promotions and workplace policies in order to increase gender diversity, innovation and productivity.
2016 Masterminds —21 Laws — 5 The Law of AdditionMikel Steadman
Leaders add value to others. The Law of Addition states that good leaders add value to others rather than simply focusing on tasks or goals. Leaders can add value by truly valuing others, making themselves more valuable to team members, and understanding what others find meaningful. Good leaders focus on adding value to their team members to help them succeed and feel appreciated.
The purpose of the Rural Online Initiative (ROI) Pilot Program is to provide Utah’s rural workforce and businesses with an agency that provides education/training and services for online opportunities in remote employment, freelance work, and online commerce.
How I Tried holacracy and Lived to Tell the TaleSandy Mamoli
This is the story of introducing holacracy at a New Zealand tech company, whose CTO gave Sandy a one-line instruction: “I’d like you to make it happen.”
Come along and learn from Sandy Mamoli’s successes and failures in her team’s quest to create a truly self-organising organisation. Learn what worked and what didn’t, and find out how the team resolved the question of whether they had joined a cult or actually improved their business.
The Eagles Autism Foundation raised over $7 million in its first two years to fund autism research and support programs. In 2019, the Foundation's Eagles Autism Challenge event raised $3.5 million from over 25,000 donors and had 3,645 participants. To better coordinate its efforts, the Foundation launched the Eagles Autism Foundation umbrella organization. It also partners with organizations like Lincoln Financial Group, which launched an autism employment program called Autism2Work to help neurodiverse individuals find jobs.
#HTHLeadingChange The 7D's of the future of workPerry Timms
The marvellous international hotel school in Amsterdam held an event around change and the future of work and I was privileged to share my thoughts via this slidedeck.
The document discusses the roles and relationships between leaders and followers. It addresses what defines a leader, what leaders do, and how leaders influence followers. The goal of leadership is described as creating shared, desired futures by facilitating people to work together effectively toward common goods through defining clear goals and roles.
Meet the Finalists of the APAC Conscious Business Leadership Awards 2016 - HR LinkedIn Talent Solutions
In it's second year, the Conscious Business Leadership Awards in Asia Pacific has attracted a coveted list of HR Leaders who are personifying Conscious Business.
Learn more about the winners here: http://bit.ly/1VmsuSp
This document appears to be notes from a leadership mastermind group discussing the 21 Irrefutable Laws of Leadership. It provides an overview of what mastermind study is, some group guidelines, and then moves through discussing qualities of good leaders, fears leaders face, an evaluation, and an overview of how the group will learn and discuss each of the 21 laws.
IPM South Africa - Business Models and the Future of WorkPerry Timms
The document discusses future business models and norms for the 21st century workplace. Key technologies discussed include robotics, AI, virtual/augmented reality, 3D printing, blockchain, and more. It suggests business models will shift from hierarchical to networked, with transformative purpose, experimentation, crowd-sourced innovation, and flexible workforces. Workers may be on-demand and lifestyle-based. Ownership will move to leveraged utilities and sharing. The future of work involves digitization, socialization, decline of jobs/managers, death of hierarchy, democratized learning, and disruption as usual. Exponential organizations will digitize, deceive, disrupt, dematerialize, demonetize, and democratize.
Not Silicon Valley: Entrepreneurship, EverywhereGIS Planning
Can a strong entrepreneurial ecosystem exist outside the core hotbeds of venture activity, such as San Francisco, New York City or Boston? As more cities and regions attempt to understand the key ingredients to generating new high-growth jobs and venture activity, the most successful entrepreneur-focused strategies remind us that entrepreneurship comes in many shapes and sizes. This panel features economic developers and thought leaders with experience in supporting every kind of aspiring business - from the second-stage company to the Main Street storefront to the home-based microenterprise. Learn new ideas on how to provide the right combination of assets and services to build an entrepreneurial environment with a universal focus and comprehensive results.
What you will learn:
• How to support multiple types of entrepreneurs and identify the value that each brings to your community
• Ideas for building an entrepreneurship strategy based on your community's unique characteristics
• Proven techniques for addressing the most important needs of small businesses at different stages in their development
Moderator: Maria Meyers, Director, University of Missouri-Kansas City Innovation Center, Network Builder, US SourceLink, Kansas City, MO
Speakers:
• Charlie Brock, President and CEO, Launch Tennessee, Nashville, TN
• Mark Hays, Market Intelligence Expert, SizeUp for Local Business Intelligence (LBI), San Francisco, CA
• Nathan Kurtz, Manager in Entrepreneurship, Ewing Marion Kauffman Foundation, Kansas City, MO
• Christian Saublens, Director, European Association of Development Agencies (EURADA), Brussels, Belgium
This document summarizes interviews with experienced practitioners on creating walkable communities. It discusses that communities should be engaged through inclusive processes to develop a shared vision and identify champions. It also stresses the importance of listening to communities and addressing their real concerns. Additionally, it notes that walkability requires changes to both projects and policies, such as implementing "gateway projects" to demonstrate walkable design, prioritizing pedestrian and bicycle infrastructure, and aligning rules and funding incentives to support walkable development. The overall message is that successful walkability requires addressing both the social and built environment aspects of a place.
The document outlines the agenda for a regional meeting to discuss activities for young people in the West Midlands. It notes that over 18,000 young people say activities are a top concern. The meeting aims to determine what activities currently exist, if they provide value, and how activities can be promoted more effectively. By the end of the day, they need a plan to continue advocating for more activities and a plan for an event in November. The document then outlines the 5 stages of a Things to Do scrutiny process to enable young people to ask questions and make recommendations about activities and services.
The document announces a monthly event called "Night of the Futures" held at Betahaus Neukölln in Berlin to discuss the futures of work through impulse talks, panels, workshops and networking. The events are organized by Futures Space, a company that aims to guide other companies on identifying new opportunities, provide a platform to discuss future topics and impacts, and spread future insights. The upcoming event on July 25th will focus on changes to leadership and organizations due to changing work factors.
The Workforce Alliance - Skills, Messaging & a Great CampaignKristin Wolff
The document discusses the Workforce Alliance's response to addressing the skills gap in the 1990s. It formed as a national coalition of employers, educators, and workforce groups to advocate expanding access to training. It launched the Skills2Compete campaign to promote the message that every U.S. worker should have access to at least two years of education or training beyond high school. The campaign saw successes like references to its goals by President Obama and the introduction of new legislation. The document outlines the campaign's strategies and tools used and lessons learned about effective advocacy.
The document lists various identities and roles in a community. It includes identities such as youth member, program director, artist, and director. Roles listed include those in workforce development, education, government, and community organizations. The identities and roles cover a wide range of sectors in the community from youth programs to industry to government.
The facilitators gathered community members to help plan how to use a large prize to revitalize the city's prosperity by 2016. The participants were divided into teams and asked to prepare 5-minute briefings for city leaders addressing the most important goals, essential workforce strategies, and critical community engagement needed. The briefings would help leaders realize this once-in-a-lifetime opportunity to rebuild the city's prosperity.
Andy Hines: A dozen surprises about the future of workKristin Wolff
1. Augmented humans will present challenges as enhancements become more common. Organizations will need policies on augmented workers.
2. Emerging markets will influence work culture as their position improves. Organizations will need to adapt to new market powers.
3. Intelligence technologies could migrate into infrastructure, devices, or humans, shifting decision-making burdens. Organizations will face challenges integrating intelligence.
4. Payment models may follow trends like Radiohead's optional payment, based on project success not hours.
Social Media that Works (+ the History of Media from Sumeria through Today in...Kristin Wolff
This deck supported the final session (June 7, 2013) of our Virtual Learning Series with the US Department of Labor, Employment and Training Administration and 13 State Grantee Teams working on Expanding Business Engagement.
The document summarizes discussions from a workforce program performance training in Alaska. Participants introduced themselves and shared their views on the most important function of the Alaska Workforce Investment Board (AWIB) and one thing that could help the AWIB work more effectively. Responses focused on the AWIB taking a more strategic role in advising on policy issues, workforce alignment, and economic priorities. Developing a strategic plan and clarifying the AWIB's advisory role were suggested as ways to increase effectiveness. The training then provided national and state workforce program context.
National Governors Association Forum, December 2007Kristin Wolff
The document appears to be an agenda for a conference or event that included an opening plenary session with several speakers, followed by breakout sessions on topics like the 21st century social compact, social compact, economic development, and workforce, and concluded with a reception. The document lists the names of speakers for the opening plenary and titles of breakout sessions but does not provide any other details.
This document summarizes a presentation on using social media for workforce and economic development. The presentation discusses what social media is, why organizations should use it, examples of how peers are using it successfully, and practical tips. Specific social media tools are examined like Facebook, communities of practice, blogs, and Twitter. Case studies show how social media helped reduce costs, engage customers, and increase visibility for Worksystems Inc. Attendees learned how to get started with social media and how to measure success and return on investment.
This document discusses the evolving role of Workforce Investment Boards and recommendations for updating federal workforce policy. It argues that Workforce Investment Boards should be recognized at the strategic policy boards and coalition builders in their communities. The document recommends that federal policy align agencies around economic competitiveness, enable more effective community-focused boards, create a national data system, mandate coordinated funding streams, and transform state plans into strategic planning documents. These changes would help boards better address evolving workforce needs and challenges like globalization, technological changes, and lifelong learning.
Social networks are social structures made of nodes (actors) connected by ties. Understanding social networks is important because they enable social capital, ideation, policymaking, learning, new ways of organizing, and alternatives to insufficient systems. Analyzing social networks can assess and build their capacity to meet goals. Network weaving aims to intentionally and strategically engage stakeholders to build depth in network theory and practice.
This document provides an agenda and questions regarding services for veterans. The agenda includes questions about the Veterans Retraining Assistance Program (VRAP) and how it interacts with other programs like the Workforce Investment Act (WIA). Specific questions address eligibility, funding, allowable training programs, and how priority of service is handled for veterans. The document also covers questions about documenting eligibility for different types of dislocated workers. Resources are then presented to help address issues raised, including around performance measures, on-the-job training, and social media use.
State of illinois energy sector partnerships and training grants programKristin Wolff
The Illinois Workforce Investment Board submitted a cost proposal to the U.S. Department of Labor for a State Energy Sector Partnerships and Training Grants Program. The proposal requested $6 million to fund 7 energy efficiency and renewable energy training initiatives across the state. The funding would support training over 2,015 individuals in areas like solar installation, energy auditing, and building retrofitting. Local organizations would receive subgrants totaling $5.85 million, while $150,000 would support coordination at the state level. In addition, the proposal outlined over $980,000 in leveraged funding from sources like utilities, colleges, and workforce programs.
Something very significant is happening in our communities: with an economy in turmoil, a labor market in flux and public resources shrinking, community leaders are finding new ways to work with their colleagues, citizens, and neighbors, as well as their peers all over the world.
They are using new tools to connect across sectors, disciplines, jurisdictions, and fields of practice. By working together online and offline, they can accomplish more than they can alone. This is a new kind of leadership.
Dave Hardy, Rotarian and Lead for Scarborough Community Renewal Campaign presented to the Rotary Club of Toronto Eglinton about the Campaign, results, and current developments.
ScaleUp Partners is America's only economic development consultancy focused on inculcating Inclusive Competitiveness: improving the competitive performance of underrepresented populations in the innovation economy.
Our approach relies upon three priorities:
1. Changing the economic narrative across underrepresented populations in urban and rural regions
2. Inculcating Inclusive Competitiveness policies and strategies in regions across the U.S.
3. Connecting economically disconnected communities to local innovation ecosystems and economic opportunity
We believe:
STEAM education (science, technology, engineering, arts and math) is a critical educational prerequisite to access the dual pipelines of productivity:
A. High-wage, tech-based workforce
B. High-growth, tech-driven entrepreneurship
ScaleUp Partners assists regions in achieving their economic competitiveness goals through development of Inclusive Competitiveness strategies and frameworks.
We work with educational institutions, foundations, policymakers, elected leadership, tech-based economic development organizations, community development organizations, small businesses, entrepreneurs, funders and equity investors, and regional development organizations nationwide.
Beyond the First Click: How today’s volunteers build power for movements and ...MobLab
If movements and organizations invest in and cultivate supporters who are doing substantial and meaningful work, then does their reach, impact and odds of success increase?
That’s the question we set out to explore.
We wanted to look under the hood of organizations doing a great job engaging top-tier supporters and volunteer leaders. These organizations are creating opportunities for supporters and volunteers to make decisions and act on behalf of the organisation.
We sought to uncover insights, patterns and best practices that we could share with our colleagues in the nonprofit sector.
We interviewed 35 organizations and experts in eight countries. Beyond the First Click is a project of Capulet, Change.org and the Mobilisation Lab at Greenpeace.
This is our services overview for 2018, inclusive of Corporate Social Responsibility strategies, non-profit workshops, next generation counselling and more.
This document provides a summary of an event held by YouthREX on March 24, 2015 called "Beyond Measure? Evaluation and Action in Ontario’s Youth Sector". The event was a knowledge mobilization expo that brought together over 60 stakeholders from the youth sector to discuss evaluation and its current context. It featured presentations from leaders of youth organizations on their experiences with evaluation, as well as perspectives from United Way of Greater Toronto on using evaluation strategically. Participants then engaged in World Café discussions on issues and ideas around evaluation. The event was meant to inform YouthREX's upcoming report on the state of evaluation in the youth sector.
Future of Work - National League of Cities workshop - 20180427Gary A. Bolles
The document discusses how cities can act as platforms to help their constituents thrive in an era of exponential change. It suggests that cities inventory their community's assets, prioritize challenges, design solutions together, and take action. Strategies for cities include developing work and learning strategies, hosting career planning seminars, and becoming a platform that strengthens the community. Individuals, organizations, and communities are encouraged to identify their "superpowers" and find meaningful paid work.
Every month we “shine a light” on one Shared Intelligence member, by asking them a series of questions in order to share their background, insight and experiences with the Shared Intelligence community.
This month meet Eric Riego de Dios, Human Resources Director, Baker McKenzie Global Services.
For more information, please visit www.sharedintelligence.com.
This document is REI's 2015 Stewardship Report. It provides an overview of REI's stewardship strategy and progress in 2015 across four pillars: Curating Sustainable Products, Creating Access, Catalyzing Experiences, and Core Practices. The report contains letters from the President and Board Chair discussing REI's commitment to sustainability and stewardship of the outdoors. It also provides financial information and details on REI's membership of over 6 million people.
Coworking continues to grow globally with over 1 million coworkers. New spaces are emerging focused on specific groups like female entrepreneurs and veterans. Open Coworking aims to support this growth while ensuring the movement develops positively. Goals for 2017-18 include connecting regional coworking groups, improving welcome materials for new members, and recruiting new leadership. Open Coworking relies on supporter funding to achieve these goals.
This document summarizes the agenda and presentations for the National Volunteering Forum on May 11, 2017. The forum included discussions on increasing opportunities for young people to participate in full-time social action and what the government can do to support volunteering. Presenters discussed the benefits of full-time social action programs for young people and potential barriers to participation. Participants engaged in roundtable discussions on these topics. The afternoon focused on the upcoming UK election and what policies could help volunteers make a bigger impact.
The Baltimore Squeegee Collaborative brought together over 150 leaders over 4 months to develop recommendations to address squeegeeing. They reviewed past plans, learned from other cities like Atlanta, engaged the community, and developed a plan centered on equity. The plan focuses on support services, accountability, and governance/data to eliminate the need for squeegeeing by creating opportunities while ensuring public safety.
The document is a final report and action plan from RocCity Coalition that outlines their vision for Greater Rochester to be an attractive community for young professionals by 2025. The report discusses findings from a survey of over 700 young professionals that identified key issues related to demographics, housing, employment, education, lifestyle/mobility, and community connections. It then outlines research conducted, including focus groups and benchmarking other cities, to further analyze these issues and understand young professional perspectives. The report proposes that addressing these issues through civic engagement, policy changes, and community development initiatives could help attract, retain, and empower young professionals in Rochester over the next decade.
Startup Ecosystem Survey_Make It MSP_BetaReed Robinson
This document summarizes interviews with entrepreneurs, investors, and community builders about the Twin Cities entrepreneurial ecosystem. Respondents gave the ecosystem a average rating of 5.8 out of 10. What is working well includes the quality of life, available talent, corporate resources, strong startup community, and growing momentum. Areas for improvement include addressing the culture of fearing failure, lack of early-stage funding and major exits, need for a central hub, and increasing diversity.
This document discusses the importance of nonprofit boards engaging in advocacy and outlines a campaign called "Stand for Your Mission" to promote board advocacy. The key points are:
1. Nonprofit boards have a legal right to advocate for their missions through activities like educating policymakers, but many boards are not taking advantage of this opportunity.
2. The "Stand for Your Mission" campaign aims to increase awareness of the power of board advocacy and change norms so advocacy is expected of all board members.
3. The campaign provides resources to help boards start advocacy discussions, understand legal guidelines, and share their stories to promote the importance of board engagement in advocacy.
This document provides information about AIESEC Nigeria, including a message from its president. It discusses how AIESEC Nigeria has increased its performance indicators over the last 3 years in areas like the number of young leaders empowered and social projects. The president believes their strategic plan is achievable and that increasing service quality and diversifying offerings will help lead to success. It also summarizes some of AIESEC Nigeria's impact initiatives in areas of leadership development, international exchanges, and projects related to achieving Millennium Development Goals.
This document discusses the future of work and the changing nature of jobs. It notes that many reports predict that between 6-60% of jobs will change or be automated in the next 5-30 years. This will impact some jobs more than others. While some jobs will disappear, others will change. The document also discusses the rise of independent and gig work. It introduces several people working on future of work issues and discusses the need to equip workers with skills to succeed in this changing environment.
This document discusses the future of work and the impact of automation and technology on jobs. It notes that while many reports discuss massive job losses from automation, estimates vary widely on the percentage of jobs that will be impacted. It also discusses the precarity of many modern jobs and incomes. The document advocates for solutions like retraining workers for new career paths, improving student supports, and leveraging partnerships across education, business and government to help workers transition to new opportunities.
"What if we tried..." Practical Prototyping for Tinkerers, Inventors & On-the...Kristin Wolff
This document summarizes Kristin Wolff's website which promotes prototyping as a method for innovating and problem solving. The website discusses prototyping concepts and methods through short passages and provides tools to guide the prototyping process. It emphasizes that prototyping is useful for workforce and social innovation by allowing ideas to be tested and improved before implementation through low-cost experiments. The document samples several prototyping tools and methods including describing personas, planning prototypes, and mapping customer journeys.
Handout_National Association of Workforce Boards Conference 2016Kristin Wolff
SPR has provided technical assistance to 29 states involved in the Workforce Data Quality Initiative (WDQI), which links labor, education, and program data to track individuals' progress from pre-kindergarten through the labor force while protecting privacy. For the first time, participating states can determine the effects of different programs and interventions on people with various circumstances and characteristics over time and across communities, without costly individual studies. Together, they are building intelligence systems for evidence-based policymaking and ongoing labor market analysis through linking datasets.
Open Platforms & Data Smarts: How We Can Do Good BetterKristin Wolff
This document summarizes a presentation given at the NAWB Forum in Washington DC on March 13, 2016. The presentation focused on how states can use quality data to do good better by developing inclusive, aligned, and market-relevant education and workforce data systems. It discusses the importance of evidence-based policymaking and describes the Workforce Data Quality Campaign's 13-point state blueprint for a high-quality data infrastructure. The presentation outlines some elements that states have achieved success in, like cross-agency councils and improving labor market information, as well as promising state practices from places like Oregon, Alaska, and Kansas. It concludes by emphasizing the importance of data sharing agreements and continued progress in developing better data systems.
R2R2 June 2015 - Lisa, Kristin, HeatherKristin Wolff
This document discusses a new Oregon law that allows communities to invest in local businesses through community public offerings (CPOs). The law enables citizens to invest directly in local enterprises and strengthen their economies. It creates opportunities for entrepreneurs to raise capital from within their communities. Since the law took effect in January, several Oregon companies have already raised over $100,000 from local investments of around $1,000 each. The document provides an overview of the CPO process and concepts like intrastate offerings, termsheets, and technical service providers. It also offers frameworks for evaluating local investment opportunities and examples of how individuals approach impact investing.
This document introduces Hatch Oregon, a platform that allows Oregon residents to invest directly in local businesses. It aims to engage markets and investors in a new way by enabling citizens to launch enterprises that improve communities. The platform operates under Oregon law and allows any Oregon resident to invest up to $2,500 in a company. Entrepreneurs can choose terms like equity, debt, or royalties. Early lessons show crowdvesting is different than crowdfunding by creating investor relationships. First-time investors often return to support local businesses and values through investing.
HatchOregon: Oregon's Community Public Offering ExplainedKristin Wolff
This document discusses Oregon's new Community Public Offering (CPO) law, which allows small businesses in Oregon to raise capital directly from Oregon residents through securities crowdfunding. The law enables unaccredited investors to invest in small businesses and helps provide more funding for startups and small companies in Oregon. Since the law took effect in January 2015, nine businesses have raised nearly $210,000 through the CPO platform HatchOregon.com, with nearly 200 Oregonians investing. The document argues that if Oregonians invested just 1% of their savings through CPOs, over $900 million could be made available to fund local Oregon businesses.
This document discusses a new Oregon law that allows communities to invest in local businesses through community public offerings (CPOs). The law enables citizens to invest directly in local enterprises and strengthen their economies. It creates opportunities for entrepreneurs to raise capital from within their communities. Since the law took effect in January, several Oregon companies have already raised over $100,000 from local investments of around $1,000 each. The document provides an overview of the CPO process and concepts like intrastate offerings, termsheets, and technical service providers. It also offers frameworks for evaluating local investment opportunities and examples of how individuals approach impact investing.
Share Information, Change the World: Big Data, Small Apps, Smart Dashboards &...Kristin Wolff
Aimed at a workforce development, education, economic development audience, this presentation was shared at the National Association of Workforce Boards (NAWB) Annual Forum in March 2015.
Innovation is about Doing: How Scrum Can DeliverKristin Wolff
This document provides an overview of Scrum and how it can help teams deliver results. Scrum is an agile framework that embraces uncertainty and allows for continuous learning and improvement through short "sprints" of work. The essential elements of Scrum include sprint planning, daily stand-up meetings, and reviews/retrospectives to build learning. Scrum prioritizes clarity, engagement, autonomy for cross-functional teams, and continuous improvement. The document suggests Scrum can help workforce partners collaborate more effectively to tackle challenges like unemployment, skills gaps, and poverty.
Transparency ThinkThank Session at AEA 2013Kristin Wolff
This document discusses providing technical assistance to community-based organizations to help them advance social change. It describes an information exchange model used in LA County to connect non-profits with organizational development services. The multiple funders involved explored a technology-based information exchange but ultimately declined to move forward. The document suggests learning from how governments, large social sector groups, and foundations approach technical assistance and notes that establishing common language, measuring effectiveness, and issues of transparency and culture need consideration.
This document discusses job creation and workforce development. It covers three vexing problems faced by entrepreneurs: lack of community support and resources, lack of a clear roadmap or steps to take, and lack of access to capital/funding. It then summarizes solutions that have been developed including coworking spaces called Hatch that provide resources and partnerships; a Purpose Wheel tool to help map out business plans; and emerging options for equity crowdfunding to help secure funding. The presentation concludes by emphasizing the need for public-private partnerships to address societal problems and create new economic opportunities.
HUD Sustainable Communities Learning Network Jobs Convening Participant Packe...Kristin Wolff
This is the packet (including agenda and resources) provided to participants in the HUD Sustainable Communities Learning Network Convening in Oakland, CA, October 2014. The convening was organized by NDRC, SPRA, and Strategic Economics.
Baltimore and Bay Area Sustainability Plans (HUD #SCLNjobs Convening, Oakland)Kristin Wolff
Baltimore (The Opportunity Collaborative) and the Bay Area (SPUR) have just completed sustainability plans required by the US Department of Housing and Urban Development Sustainable Communities Grants Program under which they were working. This presentation summarizes those plans.
HUD Sustainable Communities Learning Network Jobs Convening #SCLNjobsKristin Wolff
Slides from opening plenary, featuring Sandra Witt (@calendow), Virginia Hamilton (@USDOL), Martha Hernandez (@fundgoodjobs), and Jack Madana (@codeforamerica). Vinz Koller & Kristin Wolff (@social_policy) and Sujata Srivastava (Strategic Economics) served as hosts.
Tweets, Pheeds & Snapchetiquette: Six Tips for Engaging Your TribeKristin Wolff
1) The document provides 6 tips for engaging tribes using social media: know your purpose, make and employ a map, support your tribes, use good netiquette, embrace serendipity, and measure, adapt and persist.
2) It encourages establishing clear goals for social media use and identifying the communities to connect with. Developing strategies like funnels or pyramids can help guide social media efforts.
3) Supporting existing communities by engaging where tribes already are and helping them achieve their goals can help build trust and influence. Following basic netiquette of being relevant, generous, and interesting can also help engage tribes.
CWA #Youth2014 Social Media Session HandoutKristin Wolff
This is the handout from SPR's Social Media Session at #Youth2014. Hilariously, those "like" thumbs were not there in the original. Rather, they were just plane old bullets. Apparently, Slideshare thought better of that.
WEadership, Jobs & Sustainable DevelopmentKristin Wolff
Shared with HUD Sustainable Communities grantees at the December 2013 convening in Washington, DC. (Note: the first few slides supported a simulation exercise).
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Introduction
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4. Your briefing should address the following questions: What are the most important goals we should set to move us toward prosperity by 2016? Evidence? What are the most essential workforce development/jobs/talent strategies for moving us toward prosperity and why? What are the most critical community engagement strategies we need to employ to insure our success and why?
8. 1. IT’S MORE LIKE . . .WE-ADERSHIP “We bring different players involved in workforce development, from tech schools to trade associations and state government agencies. We are conveners. So much depends on the willingness to collaborate.” –Lana, State Representative
9. 2. 31 FLAVORS Literacy, BroadbandConnectivity, Industry Transition(it’s all workforce) "Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change – our agendas are bigger, even if not always realistic." – Paul, WIB Director
10. 3. “In order to form a more perfect …” ALIGNMENT ”Diverse partners add the resources and expertise we do not have and the reverse is also true. You need partnerships to take on the hard issues. Knowing how to manage them is an important aspect of leadership.” – Christine, WIB Director
11. 4. IMPACT > PROGRAM + SYSTEM ”Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then they are powerful.” – Sam, VP Membership Association
12. 5. IT’S A GLOBAL VILLAGE ”Technology and innovation are key. We need to keep in mind that we are part of a global economy. The world is bigger than the community we live or work in.” – Stephen, Interagency Workgroup Director
13. 6. WORKFORCE DEVELOPMENT = PICK-UP BASKETBALL? ”Leadership has to see a greater range of choices coming and deal with them faster and better than ever before. We do what we can to anticipate change – and make sure what we design is sustainable after the flurry is over.” – Mike, WIB Marketing Specialist
14. 7. EFFECTIVE LEADERSCAN PLAY MANY POSITIONS ”Since the downturn, mayors have asked for more workforce services delivered more locally – I have 34 municipalities in my area.” Jennifer, WIB Director
15. 8. WORKFORCE LEADERSHIP DEMANDS LIFELONG LEARNING ABOUT LEARNING AND WORK ”We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” Shari, VP of Member Association
16. 9. THE LIST OF “NEED-TO-KNOWS” IS GROWING STRATEGY INFORMATION& ANALYSIS PEOPLE NARRATIVE
18. ”Younger people have different expectations about the workplace, and about work. How should we be thinking about knowledge-sharing vs. adaptation?” Shari, VP of Member Association ”Younger people have different expectations about the workplace, and about work. How should we be thinking about knowledge-sharing s. adaptation?” Shari, VP of Member Association ”One of our biggest concerns has to do with the number of people reaching retirement age…how do we institutionalize the knowledge and skills they have?” – Roy, Program Director
19. 11. IT’S SERIOUSBUSINESS ”Leaders do real things. Last year we put 15,000 young people to work – the need is 70,000, but now everyone knows it and a partnership is taking root.” – Robert, Department Manager
21. US Department of Labor, National Association of Counties, National Association of Workforce Boards, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, 102 Individual Workforce Leader Contributors (to Date) Flickr Friends: Letter P (takomabibelot), IceCream (kthread); Kayak (barryskeates); NUFC (mikebrown59): Board Meeting (isgce); Basketball (jdanvers); Work, School (JD Lasica); M&Ms (averain); Street sign (Thomas Frederick) SPR Research Team: VinzKoller, Kristin Wolff, Trace Elms, Alison Gash, RickiKozumplik, with assistance from Annie Nyborg and MiloneyThakrar Follow us on Twitter: @WFLeadership For more information: www.EnhancingWorkforceLeadership.org
22. Enhancing Workforce Leadership is a project of: Supported by: The US Department of Labor Employment and Training Administration
Editor's Notes
About the project:Recognizing that work leaders in the workforce business do has changed dramatically over the past decade, and possibly more so during the past two years, the Department of Labor was interesting in how the nature of leadership has changed, how leaders are building leadership capacity in their communities. SPR was engaged to help convene a series of conversations with leaders to explore these issues.Partnered with major associations: USCOM, NAWB, NACO, NGA, etc. to convene a series of group discussions/chatHalf-way through conducting individual interviews with leaders nominated through that processLit review – constituting a romp through theories of leadership, but drawing inspiration from long time leadership gurus like Barry Posner and James Kouzes (The Leadership Challenge) and those offering new insights about network forms of leadership (Beth Kanter from Nonprofit World, Charlene Li from the for-profit one, lots of lit from social innovation).Social media search – to ascertain how leaders are or are not participating in open forums and what kind of variation we see in that domain.
102Key:Blue (dark) = Local/Regional-level Contributors Green = State-level ContributorsMagenta = Post-secondary Education ContributorsPurple = Contributing Associations and OrganizationsAqua = Anonymous Contributors (via large group discussions or post-cards)Also on our website enhancingworkforceleadership.org, which we’ll send you a link to as a follow-up to this session.
Asking people about leadership is a great way to get at real issues – turns a conversation serious.12 Highlights – Themes that were prevalent during our interviews.Convening partnerships, amongst the most important work leaders say they do. (Dr. Perryman, public/private; Ed Morrison Link&Leverage; Jeff Padden, Guiding Coalition)Hierarchy vs. networksProblem-solving vs. strength building (balance, priority-setting? Need to advance a lot of things…)Importantly, good leaders also know when to step back. We heard from many who learned that they can be more effective by giving away control – a hard lesson for some.Talked about roles and contributions – used a network way of organizing to do work.
Leadership questions get at priorities differently – not just strategic goals/plansMany issues, but not just issues – different scales, and within unique ecosystems.Jobs, skills, and wagesanchor the work, but the breadth and depth are varied, the partner mix, complex and ever-changing.Ambiguity about the relationship to “jobs” Data plays an increasing role.So do new methods and initiatives tied to technology, like social innovation, gov2.0.This is a big change from a decade ago.
More than just coordination:Working toward shared goalsUsing incentives that reward appropriatelyInvesting in ways that reflect public interest (Gus says leaders know why they do what they do? To build prosperous community, investing in ways that reflect the public interest)Building toward lasting partnershipsSimple concept not easily operationalized.A word about RISK (and intransigence)…
System cleared the field, program kicked the ball. But impact goes beyond the win, to the thousands of people cheering.Point of pride, point of frustration.UI directors & rural communitiesUrban college completion initiative – Philly.SCALE gets in the way – collective impact versus, growth, replication.
NPR story. Ten year old American kid practices Chinese with the Chinese president and a reporter asks her why the President is here and she says “because we trade with each other.” Wow.This manifests in workforce in a few different ways:- Cities and regions are comparing themselves with cities and regions outside the US, not just those inside their states or nation – for their part, states are playing more active roles in the international trading world.- Workforce professionals are doing more peer-to-peer learning exchanges with other cities, and also other countries (NAWB just went to the UK) More foreigners are coming here for events, conferences, learning opportunities (and there’s more interest in us going abroad, though economic development has a much strong history this, so there’s $, whereas wf professionals have tended to do this only occasionally). Sister cities Commercial connectivity between immigrant communities and home countries This, too, is different than a decade ago, and workforce leaders know they need this global awareness to do their jobs effectively.Next step – do we help people get jobs even when they are not local?
“Whoever is there is the right people”Wikis, bb – this is like community problem solving. Different timelines, partners, not everyone has to be at the table.Metaphors might even get in the way sometimes – tables, tents, buses…Wikis, Networks, agile way of workingGraph D/T. Ed: There is no strategic plan.
Leaders juggle different kinds of capacity over different kinds of issues in different jurisdictions with different partners – Gaps remain in leaders understanding of each others’ roles and statutory responsibilities.Gaps are particularly pronounced between states and locals (WIBs, Legislatures/mayors and county commissioners, etc.) but gaps across systems matter too.
Recognition of emerging trends, but uncertainly about what to do with them.99ers?
How many m&ms?That’s about how many skills were named as essential, but they fell into four categories.Highlights:- Strategy – more complex – who owns it when it’s collaboration based and always in development- Info/anal – transparency, data sharing (open data, open format) – are jobs that come from this workforce development?- People (managing diversity, across boundaries, internal and external – public facing, social media);- Narrative (social media, transparency, power of story – not just individual success stories but using story to share information and make meaning. For example, economic transitions.
Workforce leaders are concerned about who will replace them.Uncertain about what knowledge/wisdom needs to be transferred. Workplace is changing, tech is changing how work gets done – leaders are sure next generation will need help learning the ropes, but what help? How delivered?
Workforce leaders are concerned about who will replace them.Uncertain about what knowledge/wisdom needs to be transferred. Workplace is changing, tech is changing how work gets done – leaders are sure next generation will need help learning the ropes, but what help? How delivered?
Doing this work gave a boost to my faith in public service.Nearly universally, the individuals and groups with whom we spoke expressed a deep and nuanced understanding of the work they do and a commitment, not just to program or even system, but to effective stewardship of public resources.They were quite blunt about for instance, what it means for families, communities, and the nation’s economy when large numbers of people in a region or an industry are laid off, and equally candid about the tendency to be distracted from the forest by the trees and their efforts to self-correct. You ask about leadership, you get real insight.
The crux of the issue – building leadership – is a significant challenge.Leaders recognize that the answer is not one thing, it’s many things. But how do you decide what to do?Resource constraints are also an issue, but perhaps less than the uncertainly about a future course of action.Programs and initiatives have never been so varied – what’s a sane approach?WHAT ARE YOU QUESTIONS ABOUT WF LEADERSHIP?WHAT ARE YOU CHALLENGED BY?