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Change Agents - American South
A new learning circle began meeting in the fall of 2006 with the support of the Leadership Learning Community and the Mary Reynolds Babcock Foundation called Change Agents in the American South (CAAS). The group has been documenting its work using a wiki.
The CAAS project is a multi-phase effort to accelerate racial and social equity outcomes in the American South by better understanding and then serving the leadership development, career support and mentorship needs of early and mid-career change agents of color working in southern grassroots communities, organized philanthropy and philanthropic support organizations.
The project also intentionally involves veteran, cross-generation advisors (mature grassroots leaders, philanthropy and nonprofit professionals from the Baby Boomer generation who have pioneered social change careers).
Visit the wiki now to learn more about the circle and its work.
Both executive directors and staff frequently allude to generation-gap problems at social change nonprofits — those organizations that are trying to change "the system" rather than simply work within it. Not surprisingly, their accounts differ along generational lines.
Authors: Frances Kunreuther
Generational changes and leadership is a study of social change organizations that examined differences between the Baby Boom generation and those who identify more with Generation X/Y with a special emphasis on young leadership. In person interviews were conducted with thirty-eight directors and staff working in sixteen nonprofits located in the northeast. Participants included older and younger directors and primarily younger staff.
Authors: Frances Kunreuther
On August 18th, 2001, a diverse group of young leaders from northern to southern California me t for an afternoon to share their experiences as leaders working to build intercultural partnerships. Picking up where a dialogue between veteran intercultural leaders left off, the participants explored the relationships between identity, culture, organization, and leadership.
Authors: Taj James
The goals of this monograph are to shine a bright light on these issues, to suggest new ways of thinking and acting, to share solutions where there are some, and to raise questions that challenge all of us doing this work. By doing so, we hope it will help those involved in improving communities to work in more equitable and thoughtful partnerships with community residents and other stakeholders, with special attention to issues of privilege, oppression, racism, and power as they play out in this work.
Foundation resource guides entitled Commissioning Multicultural Evaluation and supporting materials. Participants worked with guiding principles for multicultural evaluation to assess the cultural proficiency of leadership development evaluations.
Authors: Hanh Cao Yu
A report from PolicyLink by Angela Glover Blackwell on developing leadership to bring about change at the policy level.
This document summarizes a focus group of young people, ages 18 - 28 who came together to address questions of intercultural leadership. They spoke to life experiences that compelled them to reach out across their own cultures, the skills that enabled them to do this successfully, and lessons about how to cultivate these abilities in leaders.
Authors: Taj James
Bay Area leadership development programs met to identify skills critical to bridging competency and practices that develop these skills.
The LLC convened a gathering of 15 recognized Bridge Leaders in Los Angeles. The LLC was asked to host this discussion by 5 California foundations responding to a request from the community in the aftermath of the LA riots. Participants were asked how to cultivate and support bridge leaders.
The Leadership Learning Community has partnered with the Annie E. Casey Foundation on a research project to draw on the combined experience of more than 100 leadership programs with regard to strategies for increasing the access to and sustainability of leadership positions for people of color in the sector. The first phase of the project focused on the "pipeline," was titled "Lessons from the Field of Leadership Development: How to Increase Leadership Opportunities for People of Color" and was led by Deborah Meehan. The second phase of the project was titled "Multiple Styles of Leadership: Increasing the Participation of People of Color in the Leadership of the Nonprofit Sector" and was led by Elissa Perry. Download the notes from one of the focus groups and reports from both phases of the work below.