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Submitted by Natalia Castaneda on Wed, 07/31/2013 - 09:04
As part of our Leadership Hiding in Plain Sight theme, we will be featuring innovative leadership approaches in the upcoming LLC monthly newsletter issues. As we discussed in our New Leadership Development Mindset article, we are interested in identifying, analyzing, and promoting leadership as a process that includes approaches that fall outside of the traditional definition of leadership development that supports individuals (i.e. formal leadership programs with cohorts, etc.) While we think those traditional programs are important, they don’t tell the entire leadership story. What is missing are approaches that don’t necessarily operate in a traditional leadership development space, but are certainly supporting individuals and organizations who engage in joint work in the network. We are also looking at processes that build the capacity of individuals and groups in identifying common purpose and aligning their efforts to achieve greater impact. Beth Tener, who has been part of the LLC community for years and organizes Learning Circles in Boston, recommended that we reach out to Jennifer Berman, former Executive Director of the Maverick Lloyd Foundation and from 2009 to 2012 the coordinator of the Energy Action Network (EAN) in Vermont. We talked to Jennifer earlier this week to get the scoop on the EAN network strategy and the leadership dynamics of the network – here is what we found out.
Submitted by LLC Staff on Tue, 07/30/2013 - 17:27
Presenters: Carmen Morgan and Povi-Tamu Bryant of Leadership Development in Interethnic Relations (LDIR)
Presenters: Carmen Morgan and Povi-Tamu Bryant of Leadership Development in Interethnic Relations (LDIR)
Topic: Developing Social Change Leaders:
Practices and Perspectives on Fostering an Intersectional Approach to Identity and Social Justice
Date: Tuesday, August 6, 2013 | 11:00am – 12:00pm PDT
The Leadership Development in Interethnic Relations (LDIR) program has been training leaders for social change since the early 1990s, when it was founded by a multiracial coalition of organizations led by the Asian Pacific American Legal Center. The program's curriculum prioritizes the growth of participants' analyses around race, gender, class, ability, and more, alongside the development of effective facilitation and communication skills. This presentation will provide insight into the rationale and values behind LDIR's pedagogy, challenges seen and lessons learned over time, and brief examples of how we currently get participants thinking and acting on race, gender, class, privilege, and other facets of identity in an intersectional, allied way.
Submitted by Deborah Meehan on Tue, 07/30/2013 - 17:22
Understanding, Measuring, and Leading Complex Community Change Work
Jane Leonard is a community vitality advisor currently in private practice based in St. Paul, Minnesota. We met Jane in 2011 when Jane contracted with LLC to conduct a scan of leadership development work in MN, SD, and ND. We were excited about this work because we shared a passion about community leadership or how to build the leadership capacity of a community to tackle it issues and thrive. Jane was able to be a great bridge between the leadership development and community development fields. In fact, she’s the recent (this month) recipient of the Community Development Society’s Duane L. Gibson Distinguished Service Award for her long-standing and superior contributions to the field of community development and to CDS.
She’s quick to point out that CDS, an organization that believes in and promotes inter- and multi-disciplinary approaches to community development, has helped her as much as she has helped it. “I’m someone who sees and acts on connections everywhere – connections that are necessary and helpful for people, communities, and organizations to be resilient and vital in an era of great complexity and constant change.”
Submitted by Deborah Meehan on Tue, 07/30/2013 - 17:12
Over the years, as part of LLC’s consulting services we have from time to time conducted what we call consultative sessions. Other people call them peer assists. June Holley describes the process she uses in the Network Weavers Handbook. Regardless of the language I am sure we all share some similar premises: read more »
- There is great learning value in digging into concrete examples to apply our best thinking on a question, problem or issue.
- Our applied thinking is enriched by a diversity of perspectives, and not just the usual suspects.
- All participants benefit from the learning produced by an exchange among diverse peers, not just the subject of the consultative session.
- The group can generate thinking that goes beyond the ideas of any one participant in the process.
- Despite the assumptions we make about busyness, people are very generous with their time when it comes to helping a project/program doing good work and the chance to hang out with cool people.
Submitted by Natalia Castaneda on Tue, 07/30/2013 - 15:23
By Natalia Castañeda and Deborah Meehan
As part of the transition process, Deborah and I decided to participate in Eugene Eric Kim’s Changemaker Bootcamp. According to Eugene, the bootcamp is a space for people trying to make positive change in their companies, communities and the world to practice the skills they need to work effectively in groups. The participants practice skills for collective leadership, including asking generative questions, strategic doing, listening and synthesizing actively and in real-time, navigating group dynamics and difficult conversations, designing and facilitating group engagements, and working transparently. Eugene provides all the templates and exercises on the Changemaker Bootcamp’s site, so Deborah and I decided to start tackling the exercises during our monthly strategy/transition check-in meeting a few weeks ago. As part of the program, we had to select a project that we wanted to focus on, and after exploring different ideas we landed on the following: the goal of our project is to implement the team structure that will allow LLC to increase its capacity to meet needs and opportunities. We wanted to leverage the bootcamp as a time to reflect and practice collective leadership. The next task was to generate questions related to the goal of the project:
Submitted by admin on Fri, 07/26/2013 - 09:42
Note: This is a follow up article for the recent webinar on Promoting Equity in Healthcare: Evaluating the Impact of the Disparities Leadership Program, featuring Joseph R. Betancourt, MD, MPH and Roderick K. King, MD, MPH of Massachusetts General Hospital
When the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program (DLP) in 2007, our goal was to provide health care leaders across the country with the tools and skills needed to identify and address disparities, as well as the leadership skills required to transform their organizations. Building a program that provided technical assistance seemed like a natural fit as well, given the demand for this prior to the creation of the DLP. One thing we didn't fully appreciate when the program was conceived was the benefit of building and connecting a community of leaders who were all out in the "real world" committed to the same set of actions – addressing disparities and achieving health equity within their organization.
Submitted by Deborah Meehan on Fri, 07/19/2013 - 14:56
There was no business as usual at our first staff meeting since the Trayvon Martin verdict. We all needed to talk about the issue that had weighed heavily on us through the week and process our sense of grief and outrage. We asked ourselves the question, “How can the work we do (leadership development) make a difference in something as persistent and ugly as racism? The staff had lots of thoughts about what we could do as individuals or even within LLC as a team and we decided to channel our despair into a call to action, a call to ourselves and our community. We will be reaching out to folks who do leadership development in the Bay Area to help us host a conversation about our roles as leadership development practitioners and funders in undoing racism. Please stay tuned for details of the meeting and additional blog posts from LLC team members who will be sharing perspectives on this important topic.
Promoting Equity and Eliminating Disparities in Healthcare: Findings from the Disparities Leadership Program Evaluation
We invite you to join LLC for an upcoming webinar to discuss the leadership development approach and evaluation of the Disparities Leadership Program (DLP). DLP is designed to equip a cadre of leaders in healthcare with:
in-depth knowledge of the field of disparities,
cutting-edge quality improvement strategies for identifying and addressing disparities, and
the leadership skills to implement these strategies and facilitate organizational transformation towards greater equity.
The DLP is a one year executive leadership program that begins with a formal skills curriculum delivered during a two-day face-to-face intensive training session. Teams from hospitals, community health centers, and health plans apply to the program. They bring with them a well-thought out plan or proposal for advancing disparities work in their organization, and the support of senior leadership from their organizations to participate in the DLP program.
Submitted by LLC Staff on Thu, 07/11/2013 - 13:38
This year, LLC will be focusing on the theme of A New Leadership Development Mindset: Leadership Development Hiding in Plain Sight. In the linked article, Deborah explains and provides examples of the new lens with which we are looking at leadership development. Our intention is to identify, analyze and promote approaches that help to cultivate leadership as a collective process. Many of these approaches are built into supporting groups as they do their work and don't necessarily conform to conventional ideas about leadership development occurs or is supported. While we think traditional programs are important, they don’t tell the entire leadership story. What’s missing are approaches that don’t necessarily operate in a traditional leadership development space, but that support individuals who engage in joint work within a network. We'd like to also look at processes that build the capacity of individuals and groups in identifying common purpose and aligning their efforts to achieve greater impact.
Read our statement on the Leadership Learning Community's updated mission to learn more on our belief that promoting leadership as a process that is more inclusive, networked and collective will have a greater impact in advancing equity
We have been scouting for exemplary organizations that demonstrate inclusive, networked and collective approaches. Check out these examples of the New Leadership Mindset at work: