- Our Community
- Leadership Resources
- Consulting Services
Deborah Meehan's blog
Submitted by Deborah Meehan on Thu, 02/28/2013 - 10:25
Several years ago I had the opportunity to participate in StarPower a game simulation that was conducted by Leadership Development in Interethnic Relations (LDIR). Without giving anything away I think that I can safely say that most of us thought it was a powerful and illuminating experience. LDIR hosted the session for leadership development programs so that we could learn from and about StarPower as an important tool for leadership programs that want to help participants understand how oppressive systems work and are perpetuated. I bring this up because Dave Nakashima has generously offered to conduct a session for leadership development folks in the Bay Area. You may wonder which leadership programs that would be most beneficial to. I would say all. Why?
Submitted by Deborah Meehan on Thu, 02/28/2013 - 09:47
generated another set of lessons:
If you know the LLC Board of Directors, you will not be surprised to hear that we had a very rigorous conversation about leadership transitions that again
generated another set of lessons:
1. Look at the ‘for what’ of your leadership needs: That’s a pretty popular leadership question and it turns out to be relevant to the transition conversation. For example, the board reminded us that the discussion about transition and restructuring does not happen in a vacuum and is not static. It needs to be closely tied to our big and reaching goals for the next three years. In fact, the board asked the question broadly to include the type of leadership we would need from the staff and the board itself as we refine and operationalize our goals. For example, one question that emerged was whether or not we would need to continue expanding the staff to reach our 2016 targets. This caused me to think differently about fundraising and whether we needed to build this capacity as part of our leadership restructuring. The board is thinking about the capacities that they also need and will be inviting guests to the Creating Space board meeting. It’s pretty cool the way this conversation is permeating and invigorating the entire organization.
Submitted by Deborah Meehan on Thu, 01/31/2013 - 11:23
Don’t start from scratch when you can build on previous work:
We had our first formal meeting with Byron Johnson, our transition planning consultant from CompassPoint, in early January since this is when the funds from S.H. Cowell were awarded for our leadership transitions and reformation process. Last year we underwent a rigorous operations assessment with a consultant, Paula Smith Argoni, who used to work for the Non-Profit Finance Fund (NFF). Paula helped us to develop a lot of tools that we are currently using to more effectively manage our high volume of consulting work. She also helped us with our business modeling and staffing decisions. Since one of the aspects of the transition planning process is a sustainability audit we wanted to make sure that it would build on the rigorous work we completed last year and not duplicate it. We have been the beneficiary of a number of capacity supports, e.g. business planning, fund development coaching and operations assessments. It’s important to keep integrating what we are learning and putting into place to optimize the impact on our sustainability. We appreciated that Byron was so receptive to receiving and reviewing past audits and tools…of course he probably had no idea just how many documents he would receive from us! read more »
Submitted by Deborah Meehan on Thu, 01/31/2013 - 11:20
We are very excited about our partnership with Milano Harden of The Genius Group. I first met Milano at Creating Space in Baltimore, when he was involved with one of our community seed fund projects (small grants we made available to support collaborative learning projects) on Emerging Leadership in the American South. I thought he was creative, innovative and cool. I have to confess I a little bit taken aback by the "genius" part of the business name until I was humbled by its real meaning, more on that later.
I was excited when I had the chance to be part of an Advisory Group with Milano for a new leadership endeavor, the National Leadership Academy for the Public’s Health. Milano brought a lot of expertise to adult learning and the virtual learning components of the programs and well, a whole lot more. I always value fun and positive energy, which he had in abundance, but I was even more taken by his ability to create a container for some difficult conversations and his ability to turn conflict into powerful learning moments. I knew then he was a Creating Space kind of guy and that as the facilitator, he would artfully bring together an amazing team to support our work for Creating Space this year and we are off to an amazing start.
Submitted by Deborah Meehan on Mon, 01/28/2013 - 16:26
Claire is about to get a well deserved break as she heads for Norway with her husband Rick, who will be on sabbatical from Brandeis (of course Claire deserves her own sabbatical but we know how that goes in the non-profit sector). Claire thought this would be an excellent time to transition from her role as senior staff to senior affiliate consultant. We have all been paying more attention these days to what we like most and how we want to devote our energies. Claire acknowledged that her passion is really for evaluation research and consulting work, and not so much with the work of managing a non-profit which goes with being a senior staff member. When she returns, we will be working with Claire as a senior consultant and boy will we miss her while she is gone, but of course not in a begrudging way.
Submitted by Deborah Meehan on Thu, 11/29/2012 - 14:36
I was on a panel many years ago about whether leaders are born or made. Thankfully I think this question was put to bed long ago. I will let my daughter respond to the absurdity of the question by sharing her response when she was ten years old and heard this ‘born or made’ question on the answering machine. She looked a little alarmed and asked, “Are there leaders who were not born?” One of my fellow panelists answered by saying, “Yes, leaders are born not made. I can’t tell you what a leader is, but you know one when you see one.” In our Leadership for a New Era Series, we explore the hazards of this line of thinking. We see what we are looking for and for years that lens has led us to seek out and convey responsibility for significant changes to individuals, often missing the work of many. As we explain in the publication Leadership and Race, this has been especially harmful to people of color, who may reject the normative leadership model and express leadership in ways that are more aligned with collective and relational cultural values.
Submitted by Deborah Meehan on Wed, 11/28/2012 - 16:51
How fitting, in the spirit of collective impact, that this month we would like to shine a light -- not on one partnership -- but on a mighty group of collaborators who pulled together to help produce our new report, “Leadership and Networks.” It was truly a group endeavor, and as you might imagine. The process of collaboratively writing on a public wiki can be messy and requires patience, wisdom, endurance and trust. Our team demonstrated all of these qualities and more.
Submitted by Deborah Meehan on Wed, 11/28/2012 - 15:12
Last month, in my post "Passing the Baton," I talked about my intention to transition from my current role at LLC. I also explained that I am committed to sharing what we are learning along the way. After all, transition and succession planning are widely recognized as big leadership issues. So this month I want to share 3 lessons from month one of transition planning:
1. Know what resources you will need to accomplish your goals
2. Be true to who you are
3. Innovate when it’s called for
The Leadership and Collective Impact report makes a strong argument for the importance of putting a stake in the ground about the ‘big result’. The ‘big result’ is the result in the world that you hope your leadership work will make a contribution to, e.g. improved quality of life for members of a specific county, or improved community health. The LLC Bay Area Circle convened today to talk about the report and one member offered a provocative question that took our exploration in some interesting directions, “Who gets to decide what that stake will be? People in a leadership program, the leadership program staff, or the funders who support the leadership program?