1. Why?
   1. See Larger System & Develop Solutions
      1. System
         1. complex problems
         2. high performance expectations
         3. increased demand
         4. scarce resources
            1. competition for talent
            2. baby boomer retirement
            3. turnover
         5. economic uncertainity
         6. demographic shifts
         7. desire for effective $ investments
      2. Solutions
         1. harnesses collective intelligence
            1. better decisions made by groups
            2. solution embraces diversity
            3. utilizes shared wisdom
         2. Expand horizons
         3. increased capacity to serve
   2. Reflection & Generative Solutions
      1. leaders who reflect on strategy and hone skills make better choices, develop innovative strategies, and forge stronger collaborations
         1. Encourage customization
      2. rejuvenation
      3. Entrust leaders
         1. only real trust can bridge barriers
         2. multimodal leadership (not tied to one hub)
         3. trust amongst leaders
         4. leaders agree and know what they need
   3. Move from Reactive to Co-Creating
      1. momentum
      2. leverage
      3. alignment
      4. activate social capital
         1. develop human capital
         2. liberates individual gifts
         3. Engage others
      5. using data to enhance decision making
      6. leading diverse teams towards shared goals
      7. "adding protein powder to your other grants"
2. How?
   1. Connect
      1. disruption
      2. Redirect Attention- we are a part of the system we want to change.
         1. openness
         2. deep listening
         3. humility
         4. authentic connections
      3. question
         1. make meaning of individual experience
         2. understand others
      4. clarify
         1. intention
         2. values
         3. beliefs
         4. worldview
   2. Organize
      1. Re-orient strategy- create space for change, allow collective wisdom to emerge.
         1. time, space, and intentionality required
         2. utilize tools
         3. create communication pathways
         4. develop shared sense of purpose
      2. help group plan
         1. set direction
         2. plan
         3. allocate resources
         4. make decisions
         5. engage team member skills
         6. mobilize
      3. follow the energy
         1. Practice.
   3. Systems Thinking
      1. utilize systems analysis
      2. understand structural systems that perpetuate disparity
      3. identify leverage points
   4. Bridge
      1. uncover shared concerns, frustrations
      2. uncover shared hopes, goals
      3. recognize interdependence
      4. link
      5. leverage
         1. business school example- businesses demanded change and training shifted
      6. new scale
         1. social service sector's large size means that a little improvement could make a big impact
      7. create conditions for change
   5. Reflect
      1. hold self and group accountable
      2. understand self and group
      3. inquire into levels of awareness, identities, motives
      4. clarify collective purpose
      5. embody our values
      6. renew our commitments
3. Barriers
   1. individual leaders
      1. burnout
      2. baby boomer retirement
      3. lack of sucession planning
      4. heroic leadership
      5. turf defense
      6. lack of trust
      7. difficult to navigate between sectors during job transitions
      8. turnover
   2. current funding structures & environment
      1. hub-and-spoke development around a grant
      2. structure of "lead applicant"
      3. grant timelines
      4. fast sector growth means more competition
      5. not direct service
      6. economic uncertainity reduces investment in leadership development
      7. unfunded and unfocused development in social sector ($120/private, $29/social)
      8. cheapest ways to do leadership development are not most effective
      9. unacknowledged power dynamics
         1. disproportionate power between funders and fundees
   3. difficulty demonstrating value of work through traditional outcomes
      1. outcomes difficult to measure
      2. lack of ability to manage outcomes
      3. social sector under pressure to meet short-term demands and leadership development takes time
   4. skill acquisition/practice needed
      1. lack of collaboration skills
      2. access to leadership training
      3. lack of ability to surround selves with talented team
      4. lack of time/ability to innovate and implement
4. Spaces
   1. focused on relationship between self care, spaciousness, sustainability, creativity, strategy and impact
      1. sabbatical time for rejuvenation, exposure, broaden horizons (49%)
      2. balance task time with reflection, action, silence
      3. focused on challenges, not on generic leadership development
      4. learning circles
      5. life cycle approach
      6. not a stand alone domain
      7. time to experiment and innovate (49%)
         1. inform about cross-sector career opportunities
      8. developing and accessing cross-sector networks to build connections with peers (42%)
   2. safe
      1. teaching balance of advocacy and inquiry "no pitch zones"
      2. where difficult conversations can happen
         1. power
         2. privilege
         3. race
         4. class
         5. patriarchy
         6. homophobia
      3. address power dynamics
         1. funders develop more flexible balance between short-term and long-term results
            1. reward attributes of good leaders in grants & contracts
         2. managing power dynamics with multiple stakeholders
      4. away from day to day worries
         1. where participant caregiving needs are met so they can fully participate
5. Strategies
   1. selection
      1. individuals by invitation only
      2. Performance-Potential Matrix
      3. fellowships
      4. teams of 3 (CEO, board, staff)
      5. training teams, not individuals
         1. avoid burnout
         2. avoid turnover
         3. speed up change
         4. peer support
         5. leverage
         6. easier to measure
      6. cohorts
      7. grad school professional rotation
      8. begin with a pre-selected focus, then convene participants
   2. events
      1. training retreats
      2. conferences
      3. events with an outcomes agenda shaped by participants
      4. management exchanges
   3. in-session strategies
      1. hands-on prototyping
      2. peacekeeping circles
      3. "five disciplines" approach
      4. Theory U and Presencing
      5. scenario planning
      6. human-centered design
      7. Appreciative Inquiry
      8. racial justice training
      9. presencing workshops
      10. specific session project
      11. storytelling
      12. Change Labs
      13. Immunity to Change
      14. learning journeys
      15. deep listening and dialogue tools
      16. forward stance
      17. media training and public speaking practice (40% want)
   4. application strategies
      1. cross sector simulation
      2. personalized assignments between sessions
      3. action plan creation
      4. site visits
      5. cross-sector peer shadowing
   5. coaching
      1. coaching space (40% want)
      2. team coaching
      3. peer coaching sessions
      4. individual coaching
      5. coaching sessions
   6. virtual strategies
      1. media channels
      2. virtual communities
      3. private online portal
   7. follow-up strategies
      1. team meetings
         1. transfer learning
         2. apply leading and managing practices
      2. mentorships
      3. peer learning
   8. advocacy strategies
      1. cross sector institution development (ex. Teach for America)
      2. corporate training and talent development programs
      3. stakeholder meetings to enlist resources that support the teams
      4. private sector volunteers/loans to leadership training
      5. reqard good leaders in grants though leadership development funds
      6. issue a report endorsed by state legislature
      7. grad school cross-sector mentoring
      8. senior alignment meetings to generate commitment and ownership among stakeholders
   9. potential services to network
      1. leadership transition support
      2. MemberLink Program (stipended development opportunities provided by other members)
      3. faculty coach for 1 year
      4. support caregiving responsibilities so participants can be fully present
      5. associations
      6. Myers-Briggs
      7. talent recruiting
      8. identify gaps in leader skills
      9. sabbaticals
      10. warp-around care costs for caregiving on evenings and weekends
      11. network guides program
      12. fellowships
      13. internships
      14. residency program
      15. neighborhood circle faciliators
   10. duration
       1. 2 days
          1. Leader-to-Leader Institute Investment in America
       2. 4.5 day residential
          1. Jessie Ball DuPont Nonprofit Executive Institute
       3. 5 months
          1. ELIAS
          2. LDP
       4. 10 months
          1. Annie Casey
       5. 1 year
          1. Rockwood
       6. 3 year
          1. KLCC
6. Outcomes & Measurement Tools
   1. 6 Characteristics of Cross Sector Leadership
      1. character
         1. balanced motivations
         2. prepared mind
      2. capacity
         1. transferable skills
         2. contextual intelligence
         3. intellectual thread
         4. integrated network
   2. Network Persistence
   3. Project Applicability (End Assessment of Fellowship)
   4. Leadership 3 Outcomes
      1. direction
      2. alignment
      3. commitment
   5. Leadership Development Matrix
      1. individual
      2. teams
      3. organizational
      4. community
      5. fields
      6. systems
   6. interviews
   7. network mapping
   8. performance-potential matrix
7. Examples & Case Studies
   1. Education
      1. Kellogg Leadership for Community Change
      2. Making Connections
      3. Leadership in Action
   2. Safe Spaces
      1. Lawrence Community Works
      2. NoVo Move to End Violence
      3. Pipeline Project
   3. Network Building
      1. Leadership Learning Community
      2. ELIAS
      3. Annie E. Casey Fdn Leadership in Action
      4. Grantmakers for Effective Organizations
      5. Monitor Institute
      6. Robert Wood Johnson Health & Society Scholars Program
      7. Barr Foundation
      8. Itasca Project
   4. Leader Development
      1. Agnes E. Meyer Fdn
      2. Ford Foundation
      3. Rockwood Institute Leadership from the Inside Out
      4. Leader-to-Leader Institute Investment in America
      5. Omidyar Network
      6. James Irvine Fdn
      7. Evelyn & Walter Haas Fdn
      8. Institute of International Education- Global Leadership Development
      9. Aspen Institute- Henry Crown Fellowship Program
8. AKAs
   1. community leadership
   2. network leadership
   3. boundary-crossing leadership
   4. Network Types
      1. Connectivity
      2. Alignment
      3. Action
   5. movement leadership
   6. cross-sector leadership
   7. cross-sector collaboration