leadership development

I am excited to announce that we are beginning the search for a Co-Executive Director. It’s an idea that has been percolating in me for some time now, and for many reasons. As you may have noticed, the tagline for much of what we write is…”promoting equity-based, networked and collective leadership.” Obviously, if we want to debunk the heroic individualist model of leader in favor of more collectivist models of leadership as a process, it does not make sense to embody the ‘go it alone’ individual ED model, even though we are also trying to flatten out the hierarchy which also has to happen. We have been following the move by well respected colleagues in our field who have already made this move, MAG, Movement Building Project, Center for Movement Strategy, the Whitman Center and also coming on board CompassPoint. We have had a lot of conversations about this, and we are jumping into it with our eyes wide open about all that can be great, and all that could be challenging, so ... before going into the details, I want to spend more time on why this is so important.

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Oddly, I don’t think I have written much about my own leadership development experience, which was profound on many levels. As I sat down to write about vision I found myself remembering two experiences as a participant in the Kellogg National Leadership Program that shaped my thinking and beliefs. The first was a week long, small seminar for 12 lucky fellows, self included, with Paulo Freire. His book, Pedagogy of the Oppressed was sacred text to me. I could write dozens of blog posts about that experience, but for the sake of focus I will go straight to one of many punchlines. On about day three, he walked over to me and kindly put his hand on my shoulder as he said, “Your problem is that you don’t dream.” He went on to explain that while power might change hands in the fight for justice, we will recreate systems oppressions without imagining a society in which we are able to reach our full humanity by liberating ourselves from oppressive relationships (either as oppressor or oppressed). read more »

At Creating Space, Elissa Perry shared a framework on White Supremacy Culture from Tema Okun and Kenneth Jones as she invited us to reflect on the ways in which this culture shows up in our organizations. Since then, I have been thinking about how these characteristics are often the default in our leadership development practice as well. Today, I wanted to discuss the remaining characteristics which fall into two areas: how we value what we do, and how we address power and conflict.

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Dear Deborah,

Thanks so much for the powerful theme and the questions being raised by “Blind Spots: Are Leadership Development Programs Contributing to Greater Racial Equality or Inhibiting our Progress?”  Lots to think about!

I just wanted to share a thought regarding “worship of the written word” as a means of support for white supremacist culture.  It is definitely true that there are many valuable and powerful ways to communicate other than in writing. Personally, I believe effective oration to be more a powerful form of leadership communication than writing, as a general rule.  Even negative leaders know this, and use the spoken word to move people.  Hitler, the iconic example of white supremacist leadership, comes to mind.  He utilized the power of the spoken word as a means by which to stir and mobilize people.

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Last November on the heels of our annual national convening, Creating Space, I felt compelled to sharpen the discussion about the ways in which leadership culture can work hand in hand with white supremacy to reinforce the status quo unless we are vigilant in our collective efforts of uncovering the blind spots in our thinking and behavior.

I was inspired by Elissa Perry and Susan Misra, from Management Assistance Group, who described this process (referenced in part 1 of the Blindspot Series, “White Supremacy Culture” by Tema Okun and Kenneth Jones) of understanding how the 13 characteristics of white supremacist culture show up in their work. This is the rigor we need to upend white supremacy and enact equity across communities. In my last blog post, I took on Individualism, Paternalism and Urgency. This month I address perfectionism, objectivity and the worship of the written word.

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More than once I have heard the complaint that leadership program graduates, excited to apply what they are learning, often find themselves thwarted by others back at work.  There are lots of reasons offered, bureaucracy, unsupportive supervisors, or lack of authority. There are also a number of remedies being tried...coaching, sessions on leading from the middle, and the recruitment of teams. These things may help, and yet until we address the most fundamental problem we are setting leadership graduates to fail, especially those from large institutions.

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Since Creating Space, I have been doing a lot thinking about the ways in which leadership programs often promote leadership models that reinforce the dominant culture. At Creating Space, Design Team Member, Elissa Sloan Perry, Co-Director of Management Assistance Group, shared a presentation on how white supremacist culture shows up in our organizations based on an article by Tema Okun and Kenneth Jones. We focused most of the discussion at Creating Space on organizational culture, which I later realized cannot be separated from leadership culture because after all, most leadership programs are preparing participants to lead in an organizational context.

I strongly recommend their article. They share thirteen characteristics of white supremacist culture, all of which resonated, and for the sake of this article and beginning this discussion, I chose three to share that I think are provocative and reveal leadership characteristics being cultivated in leadership programs that help to reinforce white supremacists culture. (In future articles I will share additional characteristics.)

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I felt honored to be part of the Creating Space Design Team with an amazing group of leadership development funders, delivery partners, network and movement builders and racial justice champions. I was eager to learn from the team about how to create an event that would deepen our learning about the ways in which our approaches to supporting leadership for racial justice need to shift.  I did not have to wait until me met in New Orleans to begin learning. I was struck by the fact that some of our conversations were filled with questions that people creating leadership development programs should also be asking, e.g. how would we honor the whole person and multiple ways of knowing; what does it mean to assume good intentions and look at impact; how do we hold space for courageous conversations; how are we thinking about power and whose knowledge is privileged; and how do we build authentic community?
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Earlier this month we announced, via email and social media, the finalists of our Action Learning Seed Fund. In case you missed it, our finalists are The WISE Network, Black Muslim Youth Rising - Intensive Leadership Retreat, and VigilantLove Creative Organizing & Healing Justice.

The Model

In January, the Leadership Learning Community announced it would disburse $25,000 in Seed Funding. It would be a small fund intended to seed work developing the leadership of people of color that could foster learning in the network to increase racial equity work. Thanks to you all we were able to engage hundreds of different people in this collective and networked process. The applications did not require a large lift for any of the applicants and reviewers were able to score each application on four criteria.

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