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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













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


The centrality of Relationships


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


Principle: Real and Urgent Work

• Interdependence and development requires real work!

• A central, unifying goal that cannot be achieved alone

• Example: Opportunities Initiative



The Opportunities Initiative



The Opportunities Initiative


Principle: Experimentation and Learning

• Innovation requires experimentation

• Leadership requires continuous learning

• There is no way to learn without failing at times

• Construction / De-construction


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


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



Developing the Neighborhood’s Boundaries



Developing the Neighborhood’s Boundaries


Principle: Commitment to Excellence

• Leaders want to be great at what they do

• High Performing Teams

• A coaching model

• Example: Public Performance



Public Performance: Town Hall Meeting



Public Speaking


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


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
