Transcript Tracy Kartye, Director of Social Investments, Annie E. Casey

INVESTING IN LEADERSHIP DEVELOPMENT
CDFI LEADERSHIP LEARNING NETWORK
NFCDCU CONFERENCE
JUNE 7, 2013
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The Annie E. Casey Foundation
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Mission is to build better futures for vulnerable children
and families
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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
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Social Investments Unit
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Additional philanthropic tool to complement grantmaking
– Double bottom line – financial and social return
– Financing gap
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$125 million endowment allocation
– Place based and thematic investments
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Flexible terms but invest through financial intermediaries
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Leverage/co-investment requirement
– Influence other investors and share risk
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Systems to track financial and social return
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Social Investments Support
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Impact
– Ratings systems and standardized performance metrics
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Field Building
– Tools and resources to increase foundation social investing
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Staff Training
– Evaluate financial health of key grantees
– Identify social investment opportunities
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Capacity Building
– CDFI collaboration and partnership development
– CDFI Leadership Learning Network
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Results Based Leadership Approach
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Leadership matters
– Investments in programs and system reform initiatives are not
enough
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Portfolio of leadership development programs & tools
– Support leaders from public, private and community
organizations
– Built upon Children and Family Fellowship (launched 1993)
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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
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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
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Use results-based accountability (RBA) to approach change &
decision-making.
• Define a result & performance measures
• Use data to make decisions & assess progress
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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
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Individuals are capable of serving as catalysts for positive change.
• Understand organizational & system dynamics
• Lead from the middle
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Understand that complex community change requires leaders to
impact stakeholders’ attitudes, values, beliefs & habits.
• Build trust
• Manage change & conflict
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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
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Results Based Leadership Program for CDFI’s
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Social Investments & Leadership Development partnership
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Consulted CDFI Executive Directors
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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
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CDFI Leadership Learning Network (LLN) Overview
Program Results
• Accelerate results achievement within Casey’s 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 Casey’s CDFI portfolio & for the CDFI field
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CDFI Leadership Learning Network (LLN) Overview
Program Structure & Content
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Methods
Discussions
Focus on 5 Results Based
Leadership competencies in
community development finance
context
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Participants commit to taking
action between sessions
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Personal reflection
6 two-day seminars over 13
months
12 participants from 9 CDFI’s,
including 1 CDCU
Readings
Instruction
Case studies
Site visits
Peer learning & consultation
Practice/application
exercises
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CDFI LLN – Seminar 1
You as a Leader
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Begin forming a cohesive & trusting network
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Build capacity to reflect on themselves, their roles & the
systems in which they operate
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Develop a greater awareness of their own leadership within
the person-role-system framework
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Explore the power of conversations about race, class &
culture for the purpose of identifying actions for reducing
disparities
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Receive 360 degree feedback & create Individual Learning
Plans
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CDFI LLN – Seminar 2
Making a Measurable Difference
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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/who’s better off?
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Practice holding accountability conversations for commitments &
results
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Use Myers Briggs Type Indicator to understand preferences & work
more effectively with others
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Identify an organizational challenge to address
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CDFI LLN – Seminar 3
Moving the Work Forward:
Stepping Up to the Adaptive Leadership Challenge
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Consider how roles and authority impact the work
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Understand the relationship between change and loss
– Power, relationships, competence, resources
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Learn effective communication and messaging techniques
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Practice developing a message to enroll stakeholders towards a
result
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CDFI LLN – Seminars 4 - 6
Seminar Theme
Content
Seeing Systems: Leading
Effectively at Every Level of
the System
• Explore the impact of system dynamics &
experience these dynamics in a simulation
• Conduct a site visit & learn from leaders at
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
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Impact – Participant Feedback
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Tools like RBA have been helpful in linking performance
to what difference the work ultimately makes
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Communication, messaging and facilitation techniques
have improved presentations and collaborative work
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Have applied Myers Briggs Type Indicator with teams to
understand preferences and work more effectively
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Program has been fun, challenging and very helpful to
have a peer support network
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Results Based Leadership Resources
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Trying Hard is Not Good Enough, Mark Friedman
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Theory of Aligned Contributions, Jolie Bain Pilsbury:
http://www.rbl-apps.com/TOAC.php
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Leadership on the Line, Ronald Heifetz & Marty Linsky
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Leadership Made Simple, Ed Oakley & Doug Krug
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RBL Tools: http://www.rbl-apps.com/
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