INVESTING IN LEADERSHIP DEVELOPMENT CDFI LEADERSHIP LEARNING NETWORK

INVESTING IN LEADERSHIP DEVELOPMENT CDFI LEADERSHIP LEARNING NETWORK

INVESTING IN LEADERSHIP DEVELOPMENT CDFI LEADERSHIP LEARNING NETWORK NFCDCU CONFERENCE JUNE 7, 2013 1 The Annie E. Casey Foundation Mission is to build better futures for vulnerable children and families Invest in and foster public policies, human-service reforms and community supports, including: Services to secure and sustain lifelong family connections Public human service systems that strengthen families Social and economic security for families in poor communities Use of data as a tool for change Family-supporting communities 2

Social Investments Unit Additional philanthropic tool to complement grantmaking Double bottom line financial and social return Financing gap $125 million endowment allocation Place based and thematic investments Flexible terms but invest through financial intermediaries Leverage/co-investment requirement Influence other investors and share risk

Systems to track financial and social return 3 Social Investments Support Impact Ratings systems and standardized performance metrics Field Building Tools and resources to increase foundation social investing Staff Training Evaluate financial health of key grantees Identify social investment opportunities Capacity Building

CDFI collaboration and partnership development CDFI Leadership Learning Network 4 Results Based Leadership Approach Leadership matters Investments in programs and system reform initiatives are not enough Portfolio of leadership development programs & tools Support leaders from public, private and community organizations Built upon Children and Family Fellowship (launched 1993) Results Based Leadership Results-driven leaders are vital to achieving measurable and

lasting improvements in child and family well-being Provide leaders with skills to execute strategies and adapt to change 5 Five Results Based Leadership Competencies Competency Achieve results and be data driven Close racial disparity gaps Act as instrument of change Master adaptive leadership skills Collaborate with others Description & Examples Use results-based accountability (RBA) to approach change & decision-making. Define a result & performance measures

Use data to make decisions & assess progress Recognize that issues of race, class & culture impact outcomes. Have conversations about race, class & culture Disaggregate data to identify disparities Develop strategies to close gaps Individuals are capable of serving as catalysts for positive change. Understand organizational & system dynamics Lead from the middle Understand that complex community change requires leaders to impact stakeholders attitudes, values, beliefs & habits. Build trust Manage change & conflict The capacity to build effective partnerships enables leaders to align

their actions & to administer resources. Engage partners & stakeholders Facilitate effective meetings that lead to aligned action 6 Results Based Leadership Program for CDFIs Social Investments & Leadership Development partnership Consulted CDFI Executive Directors Identified key organizational and field leadership needs Succession planning & sustainability build the capacity of middle managers Build skills to adapt to and lead a changing field o Messaging & branding o Managing relationships o Measuring impact

Create a network to leverage peer connections 7 CDFI Leadership Learning Network (LLN) Overview Program Results Accelerate results achievement within Caseys Community Development Financial Institution (CDFI) portfolio: Provide low-income & disadvantaged people & communities access to quality financial products & services Alleviate poverty & increase wealth of low-wealth people/communities Deepen & strengthen the bench of next generation leaders within Caseys CDFI portfolio & for the CDFI field 8 CDFI Leadership Learning Network (LLN) Overview Program Structure & Content

Methods Discussions Focus on 5 Results Based Leadership competencies in community development finance context Participants commit to taking action between sessions Personal reflection

6 two-day seminars over 13 months 12 participants from 9 CDFIs, including 1 CDCU Readings Instruction Case studies Site visits Peer learning & consultation Practice/application exercises 9 CDFI LLN Seminar 1 You as a Leader Begin forming a cohesive & trusting network Build capacity to reflect on themselves, their roles & the

systems in which they operate Develop a greater awareness of their own leadership within the person-role-system framework Explore the power of conversations about race, class & culture for the purpose of identifying actions for reducing disparities Receive 360 degree feedback & create Individual Learning Plans 10 CDFI LLN Seminar 2 Making a Measurable Difference Use Results Based Accountability (RBA) framework to define a

population result, analyze trends, develop strategies to turn a curve & identify performance measures How much did we do? How well did we do it? What difference did we make/whos better off? Practice holding accountability conversations for commitments & results Use Myers Briggs Type Indicator to understand preferences & work more effectively with others Identify an organizational challenge to address 11 CDFI LLN Seminar 3 Moving the Work Forward: Stepping Up to the Adaptive Leadership Challenge

Consider how roles and authority impact the work Understand the relationship between change and loss Power, relationships, competence, resources Learn effective communication and messaging techniques Practice developing a message to enroll stakeholders towards a result 12 CDFI LLN Seminars 4 - 6 Seminar Theme Content Explore the impact of system dynamics &

Seeing Systems: Leading experience these dynamics in a simulation Effectively at Every Level of Conduct a site visit & learn from leaders at the System all levels of the system Execution: Moving to Action Work to mesh strategy with reality & align people with goals Explore strategies for building trust & managing conflict Looking Forward Determine how to continue leadership development practice Focus on moving forward to achieve the outcomes desired for organizations & improved results for target communities 13 Impact Participant Feedback

Tools like RBA have been helpful in linking performance to what difference the work ultimately makes Communication, messaging and facilitation techniques have improved presentations and collaborative work Have applied Myers Briggs Type Indicator with teams to understand preferences and work more effectively Program has been fun, challenging and very helpful to have a peer support network 14 Results Based Leadership Resources Trying Hard is Not Good Enough, Mark Friedman Theory of Aligned Contributions, Jolie Bain Pilsbury: http://www.rbl-apps.com/TOAC.php

Leadership on the Line, Ronald Heifetz & Marty Linsky Leadership Made Simple, Ed Oakley & Doug Krug RBL Tools: http://www.rbl-apps.com/ 15

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