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Occasional Contributor
ReginaDM
Posts: 6
Registered: 11-14-2011

Initial Goals and Strategies--What are YOUR thoughts and feedback?

Each of the working sessions was tasked to develop 1-4 goals and 1-4 strategies to achieve those goals.  The initial draft developed for the Equipping Leaders to Face Tough Challenges session is below. How would you refine these goals and strategies?  What would you add or subtract?

What are we aiming to accomplish?

•Create a sustainable culture of leadership
•In 5 years collaborative leadership will be a norm in the sector
•Professionalize the nonprofit workforce through a certificate program with a consistent curriculum and performance measurement system
•Make the nonprofit sector the destination career for the best and brightest

What are our strategies for making this happen?

•Put incentives in place to support a leadership culture
•Create a free sector-wide clearinghouse of best practices
•Core leadership competencies
•Move toward funding for collaboration between organizations
•Identifying the skills necessary to leveraging assets in a collaborative way
•Develop a credential with common standards that is valued (for the certificate program)
•Brand and communicate! Ex. Start as community organizer, end up as President of the United States!
•Give fair and competitive salaries and incentives
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DanBalón
Posts: 1
Registered: 12-06-2011

Re: Initial Goals and Strategies--What are YOUR thoughts and feedback?

I think it is important to state clearly and concertely the importance of having culutral competence skills as a prerequisite to leadership.They should not be mutually exclusive skill sets.

 

Our changing demographics and the divide among leaders and stakeholders that reflect visible and less visble forms of diversity sugges that this pipeline of "equipped" leaders must be ready. While I have mixed understandings on the value of a citation or credential for leadership and/or cultural competence, I believe the construction of leadership development for our non-profit sector must be clear on this point. I believe that leadership development today must have a component that reflects the ulitmate purpose to address inequities in our work and society: anti-racism, anti-oppression, cultural sensitivity, culturally responsive practices. There is a reason why the 99% is where it is. And, we can't blame the corporate sector for all of it, our sector needs to acknowledge and own the reproduction of bias and (subtle) discrimination in the support and advancement of truly inclusive, culturally competent leaders and the current culture of leadership.

 

On a related front, I think we really need to break down "collaborative leadership" in this framework. In my work with organizations, I see it more explicilty as the tension between two ideals: harmony and justice. They can co-exist, but initially (or currently) these ideals sometimes prompt courageous conversations about how we work together. To me, "collaborative leadership" is not only a set of transactional skills. If leaders are to be equipped to face and address tough challenges, this dynamic between "playing nice" and "playing equitably" should be examined. (Personally, this is hard for me in leadership moments, because my preference is for harmony, even when I must be justice-minded.)

 

There is room to consider these ideas in strategies like defining "collaborative leadership" or clarifying the "core leadership competencies." There is also opportunity in how this sub-group interfaces with other areas as well. Thanks -- it was great to see everyone in November. I look forward to ongoing conversation. DB

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