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Coaching vs. Mentoring: Getting in the Game

A coach is often understood in reference to sports teams, as the leader and teacher who drives the success of their team.   We could all use a coach in life, not just on the field, as we are often challenged with decisions and experiences that could benefit from another perspective.  As a development professional, my role includes both direct fundraising and cultivating a culture of philanthropy within the organization.  At LLC, I serve as a coach, supporting our team to think about fund development across all our job descriptions and as a part of our culture.  With that in mind, I was advised to read the book “Coaching Skills for Nonprofit Managers and Leaders: Developing People to Achieve Your Mission.”  The authors, Judith Wilson and Michelle Gislason, make the distinction between a coach and a mentor.  Coaching provides an opportunity for an individual to practice and obtain constructive feedback on their performance, role, etc.  Mentoring on the other hand, is an intentional grooming of an individual to fill a specific role.  In this case, the job of a coach is to provide opportunities for reflection, learning and making well informed decisions.  And couldn’t we all use some time for reflective practices in our every day!
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Self-organizing Initiative and Collaboration At Its Best

Creating Space catalyst, June Holley, network weaver extraordinaire and author of the Network Weavers’ Handbook made a very generous offer during her remarks.  In the spirit of the self-organizing initiative she said, “I will help coach the first person to reach out to me for network support.”  Georgia Sorenson pulled out her phone and instantly texted June.  She already had an interesting project in mind that was a collaboration between Georgia and the Leadership Learning Community.

Dr. Georgia Sorenson is the former founding director of the Academy of Leadership.  While she was the director, she received funding from the W.K. Kellogg Foundation to bring together leadership scholars and practitioners from various disciplines and universities for the purpose of building a solid theoretical foundation for leadership studies.  The W. K. Kellogg Foundation has been a leader in the leadership development field funding scholarship and practice.  The Kellogg Leadership Studies Project (KLSP) was launched over 20 years ago (1994-1997).   As part of a presentation for the International Leadership Association’s Annual Conference, Georgia asked LLC if we would be interested in helping her do a Social Network Analysis (SNA) that would map the new collaborative relationships that were developed as a result of this original investment in building new connections among scholars across both disciplines and universities.
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Learning about how to Cultivate Effective Network Leadership: 5 Top Reasons to Take this Short Survey

Our Top 5 Reasons that you should take our 15-minute survey:

  1. Two participants will each win a copy of the Network Weaver’s Handbook
  2. One participant selected from a drawing will win an hour of Network Coaching with June Holley
  3. Everyone who participates will receive a curated list of network leadership resources
  4. You could be recruited to participate in the action research phase of this project with a network coaching team
  5. You will have the undying gratitude of everyone at LLC!

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Creating Space 2014: Experimenting for Leadership Innovation


Over the last few years, LLC has convened hundreds of leadership stakeholders across the nation to reflect, learn and share together around critical issues and ideas that are impacting leadership development.  As we design the events, we strive to strike a balance between ideas and concrete applications, to cater to the different needs of our participants. During our last Creating Space in Baltimore, we decided to do something radical on the third day of the event – with the help of design thinking expert Kenny Bailey, we asked people to participate in a ‘design thinking challenge’, to develop ideas and solutions to solve critical problems in leadership, such as how to reach to the people being left out of leadership.  Each group had some time to discuss scenarios and ideas, and then present it to the entire group.  Participants were energized by this exercise; one participant mentioned ‘the most transformative experience for me was the final day's design challenge activity.  I wish that this activity had come earlier in the process.  This exercise really challenged the groups to "dig deep" in addressing an issue.’  Also, when we asked participants what were the most effective elements of the event, 50% of the participants indicated that the design challenge was helpful or very helpful.
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Nonprofit Leadership Newsbrief: January 2014

“Life’s most urgent and persistent question is what are you doing for others”- Dr. Martin Luther King Jr.

Happy New Year to our Newsbrief readers! May 2014 bring you renewal, connections, joy and peace to you!

As we begin 2014 we are very busy at LLC. But we pause to reflect the honor of Dr. Martin Luther King Jr.’s legacy this month and those who fought for civil rights and justice in the 1960s. Miriam’s interesting article a few months back shared her reflections leadership after watching the fictional play “Mountaintop” based on the last moments of Dr. Kings life. But we remember that change takes many minds working in concert. We remember those working for civil and racial justice today on the ongoing struggles that we currently face. This month also marks the 5 year anniversary of the tragic shooting of Oscar Grant at Oakland’s fruitvale Bart station. Although we are still working towards social and racial justice, it’s important to lift up the stories of change.  We dedicate this newsletter to the memory of racial and civil rights activists and hope that 2014 will continue to mark another historical year for social change and leadership.  

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Learning Clusters and Self Organizing after Creating Space X

Self-organizing not only aids in the social change process but it encourages people to take initiative and try something new. At Creating Space X, LLC’s unconference hosted back in May 2013, the knowledge and wisdom was held by all present in the room. For example, our presenters were ‘conversation catalysts’, rather than presenters, helping to get a dialogue going. We also devoted time to the Open Space methodology where participants were able to create categories about what they wanted to learn most, with topics ranging from healing to sharing specific tools they could take back to their Leadership Development work.

LLC’s ED, Deborah Meehan, wrote about the leadership development opportunities that emerged from Creating Space in a blog article a few months ago that reflected on Asset and Deficit based leadership development.  As Deborah mentions, ‘too often in the field of leadership development, we focus on what one doesn’t know (Deficit Based), versus valuing the knowledge and expertise that is already present (Asset Focused).”  Asset based learning at Creating Space allowed for greater peer learning and self-organizing around what participants were eager to talk about. Following Creating Space, in an effort to keep the lessons learned and peer learning going, we provided support groups who wanted to continue meeting and learning together. This took the unique form of virtual self-organized groups that we are referring to as “Learning Clusters”. 

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2014 Webinar Series | Leadership & Equity

Tags:
Webinar postponed, further details to come. Check back soon. 
Increasingly, equity is an issue leaders of community-based organizations and institutions must consider as they deploy precious resources, advocate for their constituents, and provide social services. But what does it really mean to be an equitable leader? Is there a difference between equity and equality? And how do you know if your decisions, policies, and practices are truly equitable? As our population becomes more diverse and competition steepens, it is imperative for leaders to focus on closing opportunity gaps. 

This webinar will engage participants in exploration and thoughtful reflection about the role equity plays in the contemporary practice of leadership. After examining equity in a variety of real-world situations, participants will be invited to consider how equity factors into their everyday lives as leaders. Finally, the co-presenters will introduce some of the resources and strategies they've found useful for those seeking to enhance their abilities to plan and act more equitably in their roles as first-responders, advocates, thought-leaders, and/or pioneering social innovators.
 
Co-presenters:
Cheryl D. Fields, executive vice president, Langhum Mitchell Communications
Mary Stelletello, principal, Vista Global Coaching & Consulting 
 
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Collaborating from the Place of Common Ground

Written by Beth Tener

Case Study of the Energy Action Network of Vermont

While the news is full of partisan politics, an alternative model is emerging for how to make progress in addressing large scale challenges: collaborative networks. Through network initiatives, parts of a system can come together, find common ground, and pursue solutions and collective action from those points of agreement. The Energy Action Network (EAN) in Vermont is a compelling example of this approach. EAN not only created a way to find common ground among people/organizations with divergent views, but also created a structure for on-going collaboration toward a goal that is decades away. At the December 2013 Leadership Learning Community Boston Learning Circle, Jennifer Berman shared the story of EAN’s formation and Andi Colnes, the Executive Director of EAN, shared how collaborative work has continued in a networked way. Their story and the discussion offered many valuable insights about how networks can affect change in a large system and what collaborative leadership means.

Jennifer shared the impetus for EAN. As Executive Director of Maverick Lloyd Foundation, a family foundation in Vermont, she received many proposals for similar and overlapping work, by organizations that were not connected. As the Foundation explored how to fund work focused on environmental issues, “we talked to about 40 people across the state and no one had same interpretation of the problem and no one agreed on a solution.” The foundation took an innovative approach to EAN logoinvest in a process to bring together diverse people who had not worked together from across the energy system, build a common sense of the problem, set an audacious goal, and align the work of many players to move toward the goal. Today, EAN is a collaborative network of over 70 non-profit, business and government leaders working to ensure that 90% of Vermont’s 2050 energy needs come from renewable energy and energy efficiency. read more »

The Power of Networks - Donate to LLC!

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