First Relationships, Then Results: A New Paradigm for Leadership Development
This webinar explores the idea that leaders can be rejuvenated and inspired and great collaborations sparked by the same thing – social capital. · After years of leading social-sector organizations in an environment where competition is more the norm than collaboration, many gifted leaders are near burnout, unable to maximize their individual or collective gifts. Since 2005, the Barr Fellowship has been changing that in Boston – through an investment in personal growth and connections among social change leaders. Recently profiled in the Foundation Review (and before that, in a Stanford Social Innovation Review Case study in May, 2012), the Barr Fellowship is proving to be a powerful force for transformation of individual leaders, their organizations, and their city.
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First Relationships, Then Results: A New Paradigm for Leadership Development
- 1. The Pilot House – Lewis Wharf Boston, Massachusetts 02110 www.barrfoundation.org First Relationships, Then Results A New Paradigm for Leadership Development Leadership Learning Community webinar May 21, 2013
- 2. 2
- 3. Reflection/rejuvenation Trusting relationships (i.e., social capital) 1 2 3 * Disruption * Emergence
- 5. 5
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- 8. 8 “…difficult conversations that we could get through because of the relationships”
- 9. 9 300 proposals 48 states 21 invited 3 perfect scores
- 10. 10 How did we get here?
- 14. 14 MBA’s!
- 16. 16 Barr Fellowship Sabbaticals & coaching Network Organizations
- 19. 19 “I am no longer the only one who sees how the pieces connect.”
- 20. 20 “a larger, stronger core of colleagues…responsible for organizational health and success”
- 21. 21 “…a web of collaboration”
- 22. 22
- 24. Reflection/rejuvenation Trusting relationships (i.e., social capital) 1 2 24 * Disruption * Emergence
- 25. 25 Source: Plastrik and Taylor, “Net Gains”
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- 27. 27
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- 29. 29 “Doors Open”
- 31. Reflection/rejuvenation Trusting relationship (i.e., social capital) 1 2 31
- 32. 32 “If you want to go fast, go alone. If you want to go far, go together” – African Proverb
- 33. Appendix 33
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- 39. Fellowship Evaluation Learning Questions 39 Early Years (2005-2007) Later Years (2008-2012) Fellows Are fellows staying longer with their organizations and in the sector? Are fellows renewed and more satisfied with their role? Organizations Do interim directors have the supports they need to succeed in the leaders’ absence? Do organizations distribute leadership and develop emerging leaders? Do staff and board members become less reliant on the executive director? Do organizations develop leadership transition plans? Network Is the fellowship cohort becoming more connected? Fellows Do Fellows demonstrate vision and commitment to the whole community? Do they take new risks, cross boundaries, and innovate? Organizations Are organizations increasing capacity to work together to create more community benefit? Network Are fellows across cohorts forming authentic and honest relationships with each other? Is there more cross-cohort sharing of ideas, advice- seeking, personal support, and collaboration leading to innovative and breakthrough projects? Are fellows bridging across sectors and neighborhoods? Global Are fellows developing a global mindset and applying that perspective to Boston -- an immigrant city?
Hinweis der Redaktion
- Power of disruption
- Social capital and emergence