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Hear from two alumni of On The Move’s leadership development program, about the organization’s innovative model to support emerging leaders within schools, public institutions, non-profit organizations and the health field. The webinar provides key principles, practices and strategies of implementation. Specifically, we explore the model’s approach of bringing together multi-generational communities of emerging and veteran leaders, who learn together to remove the barriers that prevent our collective success.
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On The MoveRaising up the next Generation of Public Sector Leaders
On The MoveRaising up the next Generation of Public Sector Leaders
• VisionWe envision a nonprofit sector made bold by the
leadership of the next generation, strong organizations that thrive dynamically in a changing world, and authentic relationships that foster vibrant communities.
• MissionWe develop young people as leaders now, by
building exceptional community programs that challenge inequities in our communities.
The NeedRaising up the next Generation of Public Sector Leaders
• A Leadership Gap
• Leaders who represent the diversity of the communities in which they live and work
In Napa County… – 7 out of 600 nonprofit Executive Directors are people of
color
– 2 out of 70 public school principals are people of color
Expanding the Leadership EquationDeveloping Next Generation Leaders
• The Center for Creative Leadership surveyed 462 business, government, nonprofit and education leaders…
— Van Velsor, Ellen and Wright, Joel. (2012). Expanding the Leadership Equation: Developing Next Generation Leaders. Greensboro, NC: Center for Creative Leadership White Paper. http://www.ccl.org/leadership/pdf/research/Expanding LeadershipEquation.pdf
Expanding the Leadership EquationDeveloping Next Generation Leaders
• The Center for Creative Leadership surveyed 462 business, government, nonprofit and education leaders…
— Van Velsor, Ellen and Wright, Joel. (2012). Expanding the Leadership Equation: Developing Next Generation Leaders. Greensboro, NC: Center for Creative Leadership White Paper. http://www.ccl.org/leadership/pdf/research/Expanding LeadershipEquation.pdf
Expanding the Leadership EquationDeveloping Next Generation Leaders
• The Center for Creative Leadership surveyed 462 business, government, nonprofit and education leaders…
— Van Velsor, Ellen and Wright, Joel. (2012). Expanding the Leadership Equation: Developing Next Generation Leaders. Greensboro, NC: Center for Creative Leadership White Paper. http://www.ccl.org/leadership/pdf/research/Expanding LeadershipEquation.pdf
Expanding the Leadership EquationDeveloping Next Generation Leaders
• The Center for Creative Leadership surveyed 462 business, government, nonprofit and education leaders…
— Van Velsor, Ellen and Wright, Joel. (2012). Expanding the Leadership Equation: Developing Next Generation Leaders. Greensboro, NC: Center for Creative Leadership White Paper. http://www.ccl.org/leadership/pdf/research/Expanding LeadershipEquation.pdf
Expanding the Leadership EquationDeveloping Next Generation Leaders
• The Center for Creative Leadership surveyed 462 business, government, nonprofit and education leaders…
— Van Velsor, Ellen and Wright, Joel. (2012). Expanding the Leadership Equation: Developing Next Generation Leaders. Greensboro, NC: Center for Creative Leadership White Paper. http://www.ccl.org/leadership/pdf/research/Expanding LeadershipEquation.pdf
On The Move History of a Leadership Development Program
Group One Cohort, 2004
On The Move Leadership Development Program
Program History• Place-Based• Focused Issues and Projects• Launching Programs based on the interests and passions
of emerging leaders• On The Move’s Current Programs– VOICES– Opportunities Initiative– Reach Institute– LGBTQ Connection
On The Move Leadership Development Components
PersonalDevelopment
InterpersonalDevelopment
ProfessionalDevelopment
On The Move Leadership Development Program
Program Mechanics:
• Cohorts of 12-15 emerging leaders• 1-2 year long program• 15 hours per month• Emerging leaders engage in a specific community
issue or project• Monthly, full-group meetings• Monthly, small-group coaching meetings• Intergenerational Leaders
On The MoveIntergenerational Model of Leadership
On The MoveIntergenerational Model of Leadership
The centrality of Relationships
On The MoveIntergenerational Model of Leadership
The centrality of Relationships
• In order to do great things in the world, you must be known and know others
• Interdependent Partnerships
• Seven Core Principles
On The MoveIntergenerational Model of Leadership
Principle: Real and Urgent Work
• Interdependence and development requires real work!
• A central, unifying goal that cannot be achieved alone
• Example: Opportunities Initiative
On The MoveIntergenerational Model of Leadership
Principle: Real and Urgent Work
The Opportunities Initiative
On The MoveIntergenerational Model of Leadership
Principle: Real and Urgent Work
The Opportunities Initiative
On The MoveIntergenerational Model of Leadership
Principle: Experimentation and Learning
• Innovation requires experimentation
• Leadership requires continuous learning
• There is no way to learn without failing at times
• Construction / De-construction
On The MoveIntergenerational Model of Leadership
Principle: Compatible Core Competencies
• Everyone brings a unique contribution to the table
• Everyone knows their part, and values the part of others
• The whole is greater than the sum of its parts
On The MoveIntergenerational Model of Leadership
Principle: Shared Decision Making
• Elders need to share power
• Community projects are co-created by young people and elders
• Mutually agreed upon measures of success
• Example: Developing the Neighborhood’s Boundaries
On The MoveIntergenerational Model of Leadership
Principle: Shared Decision Making
Developing the Neighborhood’s Boundaries
On The MoveIntergenerational Model of Leadership
Principle: Shared Decision Making
Developing the Neighborhood’s Boundaries
On The MoveIntergenerational Model of Leadership
Principle: Commitment to Excellence
• Leaders want to be great at what they do
• High Performing Teams
• A coaching model
• Example: Public Performance
On The MoveIntergenerational Model of Leadership
Principle: Commitment to Excellence
Public Performance: Town Hall Meeting
On The MoveIntergenerational Model of Leadership
Principle: Commitment to Excellence
Public Speaking
On The MoveIntergenerational Model of Leadership
Principle: Direct Communication
• A commitment to excellence requires real and honest feedback
• When things fall apart, there is a way to talk about it
• Group Agreements
On The MoveIntergenerational Model of Leadership
Principle: It Takes Time
• Developing authentic relationships requires trust and time
• Developing interdependent partnerships across generations – takes time
• A developmental approach takes time for individuals, groups, organizations and communities
On The MoveIntergenerational Model of Leadership
