Is transforming leadership sufficient to transform
a society?
Suppositions
• Leadership is the essen,al element for transforma,on of organiza,ons, sectors and communi,es
• 21st Century leadership requires skills and competencies that differ from those of the past
• The challenges in Hawai‘i are increasing in number and complexity. The solu,ons will require significant change and crea,vity
• Unique challenges of leadership in Hawai‘i: • It is difficult to acquire the leadership skills or experience in context • It is hard to import leadership without cultural competency
• Hawai‘i is in the midst of a major leadership transi,on in nearly all sectors • Hawai‘i’s smallness means that if you have a rela,vely small group of
leaders pushing in the same direc,on you can have significant movement
Evolution of “I, We, It”
Developing Authen,city Realis,c Self-‐Assessment Taking up the Role of Leadership Developing Boundaries and Expecta,ons Managing from Strength and Competency Humility and Fierce Resolve
Developing Professional Sustainable Rela,onships Cross-‐genera,onal Competencies Language of Connec,on Empathy Deepening Apprecia,on of Impact upon others Understanding of Expecta,ons Developing Capacity for Difficult Conversa,ons Balancing Tasks and Rela,onships
Developing Sense of Common Purpose Analy,c Abili,es Problem Solving Capacity Collabora,ve Skills Conflict Resolu,on Orienta,on Ability to dis,nguish Interests over posi,ons Defining Real Impact Culture of Connec,on Long term Strategy and Vision
“Through the Omidyar Fellows program I have
learned important lessons on leadership and developed
lifelong rela:onships with my cohort.”
MARISSA SANDBLOM / COHORT I
• Learning Community
• Conversa,ons with Leaders
• Execu,ve Coaching
• Learning Excursion
• MBTI/Voices 360
• Leadership Applied
• Forum of Fellows
Fellowship Elements
Value Proposition = Transformation
Individual leaders
Transforma,ve leaders who have greater self-‐awareness, increased confidence, clarity of vision for themselves, their context and their roles as agents of change and catalysts.
Organiza:ons Transforma,ve organiza,ons that are inten,onally designed, constructed and managed. Sense of purpose and vision beyond themselves and their own self-‐interests.
Networks Transforma,ve networks that seek partners over adversaries, solu,ons over territory and collabora,on over compe,,on. Engaged, realis,c, inten,onal and powerful.
The Community
State of Hawai‘i is transformed into a collabora,ve network of individuals, ins,tu,ons and communi,es that are sustainable, confident of its future and have the capacity to evolve and change. Cataly,c thinking beyond self-‐interest is the norm.
Questions that we are asking:
• How do we leverage the model to have maximum impact?
• How do we challenge the default posi,on of percep,ons, leadership, organiza,ons?
• How do we balance our support and accountability of the Fellows?
• What ques,ons are we not asking that we should ask?
Thanks