1. Broadening Civic Involvement in Shaping the Future Presented to: Southern Institute for Rural Development Fort Myers, Florida September 8, 2003 Presented by: Dr. David P. Mills, Director JW Fanning Institute for Leadership

2. Session Topics Civic Involvement Defining Leadership The Importance of Leadership Development Observations & Lessons Learned Effective Models of Leadership Development The Relationship between leadership development, community development and economic development. Analysis of Barriers to Civic Involvement & How to Overcome Them

3. JW Fanning Institute for Leadership What is Civic Involvement?

4. JW Fanning Institute for Leadership What is Leadership?

5. JW Fanning Institute for Leadership Leadership Defined - Joseph Rost influence relationshipLeadership is an among leaders and their collaborators that reflect their mutual purposes. who intendreal changes

6. JW Fanning Institute for Leadership Leadership Defined Leadership is helping others achieve more than they ever thought they could. - J.W. Fanning

7. JW Fanning Institute for Leadership Why is leadership development important? Complex problems and issues Competing interests Shrinking resources Increased diversity Constant change Frustrated, angry and fearful citizenry Leadership Development is an essential component of successful & sustainable development

8. JW Fanning Institute for Leadership Everyone has leadership potential. No one person or group possesses all the necessary knowledge, skills and experience required of leadership today. Leadership should be dispersed throughout all segments of our society. Leadership development is a on-going process to maximize individual potential. With leadership training comes the responsibility for action. Leaders have a responsibility to nurture emerging leaders. This We Believe About Leadership

9. JW Fanning Institute for Leadership Observations Many community leadership development efforts are too focused on a single program or just activities for leaders. Many community leadership programs have become focused on recognized leaders and a knowledge based curriculum. Community champions and skilled coordinators are needed to sustain an effective community leadership effort. Leadership program alumni are not being utilized to there fullest potential

10. JW Fanning Institute for Leadership

13. Observations Leadership development efforts need to be comprehensive and coordinated. –Broad based and inclusive –Reach all levels Potential Emerging Recognized There is a need for programs that prepare leaders for public service and civic engagement are needed.

14. JW Fanning Institute for Leadership Observations We know a lot about how leadership programs impact individuals, we know less about how leadership programs impact communities and organizations (W.K. Kellogg Foundation, 2002) Regarding individual outcomes, we know more about the skills learned, knowledge gained and changes in perception of participants than we know about the mastery of leadership and the process of developing as a leader (W.K. Kellogg Foundation, 2002).

15. JW Fanning Institute for Leadership Mastery of Self Model for Effective Community Leadership Programming Mastery of Relationships Mastery of Action The Leadership Challenge

16. Leadership Programs are Effective When... Something To Do Life-Changing JW Fanning Institute for Leadership

17. How is Leadership Development Related to Community and Economic Development

18. JW Fanning Institute for Leadership Economic Development Essential Components of Development The Development Challenge Community Development Leadership Development

19. JW Fanning Institute for Leadership ImprovingInactive Adult Community Leadership Program Activity IdleActiveSustained Inactive Idle Improving Active Sustained

20. JW Fanning Institute for Leadership Economic Vitality Index Composite Economic Conditions Indicators Used Total Average Wage Growth - 3 year average (1998-2000) Total Employment Growth - 3 year average (1998-2000) Total Population Growth - 3 year average (1998-2000) Total Unemployment - 3 year average (1998-2000) Per Capita Income - 3 year average (1998-2000) Poverty Rate, 1999

21. JW Fanning Institute for Leadership Relationship of Community Leadership Development to Economic Vitality

22. JW Fanning Institute for Leadership Persistent Poverty in Georgia

23. JW Fanning Institute for Leadership Relationship of Community Leadership Development to Poverty

24. JW Fanning Institute for Leadership Community-Based Leadership and Civic Engagement in the South 2003 Conference of the Southern Consortium of University-Based Public Service Organizations* & 2003 Southern Growth Policies Board Report on the Future of the South PowerPoint Presentation by Linda Hoke, Senior Program Manager, Southern Growth Policies Board

25. JW Fanning Institute for Leadership Voices from around the South –Over 75 leadership development professionals participated in a two day retreat in Research Triangle Park to brainstorm on the subject of leadership and civic engagement. –Over 250 community leaders participated in focus group discussions in eight Southern states –Over 325 respondents to an on-line survey

26. JW Fanning Institute for Leadership Two Key Messages: We Need: 1)More people involved, including those from under-represented groups 2)Better-prepared leaders

27. JW Fanning Institute for Leadership Why? Rapid change and the increasing complexity of community problems Economic change has impacted traditional sources of leadership Changing demographics Growing importance of regions Eroding trust in leaders Recognition of links between social capital and economic development

28. JW Fanning Institute for Leadership Leadership is number one in our campaign to grow states in the South. Everything else is number two. --Governor Ronnie Musgrove Chairman, Southern Growth Policies Board

29. JW Fanning Institute for Leadership New Goal Adopted by the Southern Growth Policies Board “Build the Civic Capacity of Southern communities to respond to emerging opportunities and challenges with new models of leadership engagement and social capital.”

30. JW Fanning Institute for Leadership Two New Objectives Adopted by the Southern Growth Policies Board Objective One – Build a broader base of people willing and prepared to assume leadership roles in Southern Communities, including those from traditionally underrepresented populations. Objective Two – Develop courageous, accountable leaders who are guided by ethics, informed by knowledge or economic and cultural change and insistent upon inclusive approaches to community action.

31. JW Fanning Institute for Leadership Discussion

32. JW Fanning Institute for Leadership Barriers To Developing More Leaders Apathy and cynicism. People feeling out of the loop. Lack of knowledge concerning community issues and how to get involved. Racial and cultural barriers. The risks of being a leader. Fear of change or reluctance of current leaders to share power.

33. JW Fanning Institute for Leadership Potential Actions for Developing More Leaders Take stock of the Leadership resources in your community. Unite people around a shared vision. Ask people to get involved and provide information on how to get involved. Provide safe places for people to talk about issues. Get the business community involved. Communicate benefits of diversity and target youth, minorities and immigrants.

34. JW Fanning Institute for Leadership Barriers To Developing Better-Prepared Leaders Fear of change and inertia “Silo” Mentality “Scoff” factor and cynicism Vested interests in the status quo The political system Parochialism The lack of benchmarks to measure quality and progress of good leadership practices.

35. JW Fanning Institute for Leadership What Better Prepared Means Ethical Visionary Courageous Energetic Representative Innovative Inclusive Motivational Collaborative Always Learning Culturally Sensitive Regional in Perspective

36. JW Fanning Institute for Leadership Common Misconceptions about Leadership Programming “We’ve been there and done that.” “We’ve trained all the leaders in this county.” “We already have a leadership program; we don’t need another.” “We can’t do anything with leadership training because the ‘powers that be’ won’t let us.” “We can’t afford a leadership development program.”

37. JW Fanning Institute for Leadership Potential Actions for Developing Better Leaders Articulate standards and benchmarks for quality leadership. Champion transformative leadership practices. Establish a Southern Leadership Network Celebrate good leaders Eliminate the leader-citizen gap Provide incentives for better leadership Promote continuing education for existing leaders. Promote mentoring. Start early and focus on youth.

38. JW Fanning Institute for Leadership To make leadership development work, your community needs... A local champion(s)/sponsoring organization(s) Broad base of community support Openness to leadership development as a strategy to improve economic & social well- being Recognition that solutions to local issues may extend beyond county lines A strong steering/advisory committee

39. JW Fanning Institute for Leadership What Are the Initial Steps ? Secure Local Commitment Convene a small core of interested people Form a Leadership Program Advisory Committee

40. JW Fanning Institute for Leadership Questions & Comments

41. JW Fanning Institute for Leadership We live in a time of great change, of crisis, and challenge - a time which demands leaders who see a relationship to the broader community, who seek the common good, and who desire to make a positive difference. -Lilly Endowment Trusteeship Project