Leadership & Collective Impact - Leadership Learning Community

L EA D E R S H I P FO R A N EW E R A : “ H OW TO ” SE R I ES | s e p t e m b e r 2 0 1 2

Leadership & Collective Impact How to Recruit to Maximize the Value of Your Cohorts

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The Leadership Learning Community is a national nonprofit organization transforming the way leadership development work is conceived, conducted and evaluated, primarily within the nonprofit sector. We focus on leveraging leadership as a means to create a more just and equitable society. We combine our expertise in identifying, evaluating and applying cutting-edge ideas and promising practices in the leadership development field, with access to our engaged national network of hundreds of experienced funders, consultants and leadership development programs, to drive the innovation and collaboration needed to make leadership more effective. The Leadership and Collective Impact How To Series is supported by The W.K. Kellogg Foundation.

License This work is licensed under the Creative Commons Attribution 3.0 License. This license allows the copying, distribution, and display of this work—and the ability to adapt the work—if credit is given to the authors. Additionally, please link to the following website: http:// www.leadershipforanewera.org To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/us/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California 94105, USA.

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LEADERSHIP FOR A NEW ERA: “HOW TO” SERIES

It is time to ask ourselves if the countless dollars and tremendous effort on the part of dedicated nonprofit leaders are getting us where we need to be. Many would agree that we are falling short of the mark and are not seeing the progress that is sorely needed on any number of serious, complex social problems. In their seminal article, “Collective Impact,” John Kania and Mark Kramer suggest that no single individual or organization can tackle persistent social issues such as the early childhood health outcomes, lowering global carbon emissions or pervasive poverty alone. We need a new way of working together and a new kind of leadership to transcend hierarchical belief systems to bring about a change in how we treat each other as well as our greater global communities and ecosystems. In 2010 the Leadership Learning Community (LLC) produced the publication, “A New Leadership Mindset for Scaling Social Change,” an article describing the need for a new leadership mindset that understands leadership as a process in which change agents align their purpose and actions to have a largescale impact on critical issues like community well-being and the sustainability of the planet. The article offers compelling evidence of leadership programs that are achieving impressive results in education, the environment, and community development, to show what happens when people come together across boundaries to connect their ideas and resources in ways that transform our future in a positive direction. As our understanding of leadership becomes more collective, we need to rethink our approaches to leadership development. The W.K. Kellogg Foundation funded LLC to harvest learning from programs that are charting new territory and to answer the question of what leadership strategies will increase the collective impact of leadership development. As a result, we have generated a series of three “how to” guides (based on our research) to help the staff of leadership programs accomplish the following: • define their social purpose and community benefit results • utilize action learning to produce those results • be strategic about cohort composition • cultivate and activate networks The how-to guides, which can be read separately or as an interconnected series, offer recommendations that walk you through these key components of the process: How to Use Action Learning to Achieve Results When leadership development efforts are tied to results such as a decrease in homelessness, it becomes clear that what is needed is a diverse group of individuals and organizations

connecting and working in new ways. Leadership development programs can be incubators for connecting and developing these skills, through action learning that is tied to making progress on the issue (homelessness, in this example). This guide provides recommendations and tools to help you clarify your program’s purpose, identify and map the results your program seeks, and decide on action learning approaches that increase the ability and likelihood of participants to deliver the desired results. How to Recruit to Maximize the Value of Your Cohorts If the goal of your leadership program is to prepare children to be ready to learn when they enter school, your leadership program might recruit teachers, parents, community groups, city officials, health clinic workers, immigrant rights groups, or some combination of these. The choice of who to recruit should be based on your analysis of the issue you are focused on, the larger system of factors contributing to that issue, existing leadership gaps, and your organization’s own history, strengths, and values. Deciding what target population will have the greatest impact on your issue is as important to consider as the competencies and curricula of your program. How to Cultivate and Activate Your Network This guide prompts you to think about ways in which you can design your program and curricula to support self-organization, the ability to use network tools, and an understanding of networks and how they work. The guide tackles thorny issues such as whether you should be supporting a closed network of graduates (limited to program alumni) or an open network focused on the issues or passions that connect your graduates and potentially their networks and allies. Recommendations are made about the infrastructure that will optimize the success of your graduate network. These three guides are part of a larger collaborative research initiative that has engaged people from the leadership field, the racial equity field, and the network development field—all of whom believe that new ways of learning and leading are needed that are more inclusive, networked, and collective. This work is supported by the Leadership for a New Era wiki platform, where you can create a profile, participate in discussion forums, contribute your own research, and learn about webinars that highlight interesting, out-of-the-box approaches to leadership development. We hope you will join us and share your experiences with these tools as well as any recommendations you may have for others who are seeking to increase the impact of their work. For more information, please visit www.leadershipforanewera.org

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A Guide for Strengthening the Collective Impact of Your Leadership Development Work

How to Recruit to Maximize the Value of Your Cohorts Deborah Meehan and Claire Reinelt Who you choose to recruit for your leadership development program is as important to your potential impact as the design of the program itself. While a lot of resources and time are invested in program design and curriculum development, recruitment and cohort formation may be treated more as technical tasks than as strategic processes. This guide illustrates opportunities to be strategic in making decisions about recruitment, by providing examples, advice, and resources. What to expect: This guide offers examples and practical advice on the importance of taking the time needed at the front end of designing your leadership approach to increase your potential for collective impact, by taking these five recruitment steps: 1. Tie recruitment to your purpose. 2. Articulate and test assumptions about your target population. 3. Connect your cohort composition to results. 4. Question your assumptions about cohort size and boundaries. 5. Experiment with new approaches to cohort selection and recruitment.

1. Tie Recruitment to Your Purpose. Start by defining your purpose and decide who needs to be part of that process. Some programs articulate a general purpose for their leadership program, such as “improving the condition of families and children.” For potential participants, a general purpose statement does not set expectations that the program intends to achieve measurable results. When a purpose statement has a clearer result, such as “increase the number of children entering school ready to learn” or “reduce carbon emissions by 80% by 2050,” it is easier to recruit leaders who are passionate about that result and to be more strategic about who to engage to make progress on the result. Some programs and investors prefer a general purpose because

they do not believe in prescribing in advance what results a group should tackle. A few programs, such as the Initiative Foundation and The California Endowment’s Building Healthy Communities, have developed innovative approaches to inviting groups to self-organize in the application process. The Robert Wood Johnson Foundation provides opportunities for participants in its Ladder to Leadership program to selforganize when they start the program, to help them identify the issue they would like to work on, the partners they need to succeed, and the benchmarks for success. For more information on defining your purpose and clarifying your results, see the companion guide in this series How to Use Action Learning to Achieve Your Results.

2. Articulate and Test Assumptions About Your Target Population. Make your assumptions about who to recruit explicit, tie them to the result you want, and then test your assumptions. Consider as an example a foundation that is exploring how to invest in global health leadership and is particularly interested in programs that focus on agency heads. If probed about the reason for that focus, they might elaborate that if they focus their leadership supports on individuals who are highly positioned in health agencies, those individuals will have more authority and resources at their disposal to make rapid progress on health issues in developing countries. While a focus on senior leaders may seem like a perfectly logical assumption, its validity may depend on many variables, as in these actual programs: • A leadership program in India run by Synergos found that senior government and NGO officials could not give sufficient time to participation because of the demands of their positions. The program switched its focus to mid-level leaders who were enthusiastic about increased leadership opportunity and were more available.

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How to Recruit to Maximize the Value of Your Cohorts

• The Annie E. Casey Foundation found that midmanagement leaders had access to resources and the time and energy to move a change agenda, especially with some coaching on how to lead from the middle. The assumption about senior global leaders may be correct but, as these two cases illustrate, it is important to articulate, investigate, test, and (if needed) revise your hypotheses about your target population. Note too that although both these programs recruited individuals, doing so was part of a larger strategy that looked at the composition of the cohort as a whole. Assumptions regarding whether to recruit individuals or teams are critical and should be questioned, as discussed later in the section on cohort composition. Consider your beliefs about levers of change, your area of expertise, and your values in deciding who should be the focus of your leadership development. Over the past decades, a number of programs have focused on the important issue of how to create more opportunities for people of color in the nonprofit sector. This is a great example for illustrating different assumptions (below) about who should be the focus of leadership development to achieve maximum impact on the issue. • Some leadership approaches have focused on building the “pipeline” as a leadership strategy for diversifying leadership of the nonprofit sector. Providing additional skills and credentials to people of color to increase access and opportunity may be the right approach for a program committed to mitigating the impact of structural racism. • Another program might argue that evidence suggests people of color are underrepresented in the sector not because of lack of skills but because of structural barriers. This program might focus on those trying to advocate for policy change, or trying to change organizational cultures and practices that reinforce discriminatory systems. As an example, PolicyLink expands on the need to develop the policy leadership of people of color under the assumption that we will not make progress on racial equity unless policy is informed by a more race-conscious lens. • Another approach might even be to choose to recruit people from boards and leadership positions in organizations that are predominantly white, and to introduce a curriculum focused on white privilege aimed at encouraging more inclusive behaviors.

Leverage your leadership work by connecting with other leadership development providers. To have an impact on many complex social issues, your program may need to provide leadership support to a broad range of target populations. For example, a place-based initiative like Building Healthy Communities, which is focused on improving health outcomes, may see the need to build partnerships across multiple sectors, increase collaboration among many nonprofit organizations, strengthen the voice of community members, develop more young people, and engage more people of color at policy tables. Such an initiative would most likely require multiple leadership development approaches and providers working with different groups within the target place. Who works with which groups may depend on the providers’ experience with a specific population, their values and priorities, or the competencies they believe are most important. The initiative will be stronger if the funder(s) and leadership development providers have a shared understanding of how their work serving different populations contributes to achieving the broader goals of the initiative. For instance, The California Endowment’s Boundary-Crossing Leadership initiative funded separate boundary-crossing leadership programs working with youth, elders, immigrants, and nonprofit leaders, and convened them in a learning-circle partnership. Cross-program learningcircle partnerships are one way to bridge silos that too often have limited collaboration across issues, organizations, and sectors.

3. Connect Your Cohort Composition to Results. Maximize your change strategy by paying attention to your cohort composition. Leadership programs that are focused on outcomes at a community or population level are paying more attention to who needs to be connected through the cohort experience to increase the likelihood of change. For example, if the program’s goal is to address asthma in children, it might decide that the cohort should include people from health, housing, and education in order to seed relationships and build collaborative capacity among people who could continue the work after the program has ended. The cohort provides an opportunity to bring together resources and wisdom from different sectors. Consider these examples of specific cohort strategies and the

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assumptions that different leadership programs made about who needed to be included and why: • Organizational change approach: Some programs, such as Leadership for a Changing World, experimented with recruiting teams rather than individuals because they believed that when several people from an organization participate, the chances are stronger that the organization can integrate lessons learned and make needed institutional-level changes. • Community change approach: The Initiative Foundation supports a community application process designed to identify people with assets that need to be better connected to enhance the quality of community life and create innovative solutions. The foundation lists 20 sectors in their guidelines about who needs to be present, including business, faith, arts and culture, local government, health, safety, environment, youth, and education. Applications are weighted based on the diversity of sectors that are represented. • Systems approach: The ELIAS Project is a leadership program that focuses on systems-level change and asks, “Who is part of the system that is contributing to this problem and needs to be part of the solution?” They target people who bring a depth of understanding from multiple perspectives (as many as 40 or 50) and who can experiment with prototyping different solutions to help the group learn about potential levers for creating a systemic change. • Results approach: The Annie E. Casey Foundation’s Leadership in Action Program first identifies a desired result based on an issue around which there is a clear sense of urgency and selects an “accountability partner” to publicly champion the need for action on that issue. It then recruits individuals to work in areas that intersect with the issue. For example, faced with the issue that too many children are entering school not ready to learn, the program partners looked for individuals who had passion for vulnerable children and school readiness, and who were in a position to take action aligned with that passion to positively contribute to improved school readiness.

4. Questions Assumptions about Cohort Size and Boundaries. Identify the factors influencing your decisions about cohort size. Most leadership programs define a size for their cohorts based on practical cost considerations, and perhaps some knowledge of group dynamics research on ideal group size. Determining the size of a cohort will be more strategic if it is driven by the program’s objectives and assumptions about how to reach those objectives, as follows: • Programs that want to quickly see systemic or large-scale change may opt for larger cohorts (40 to 60 people)—as in Synergos’s country-level leadership strategies. Larger cohorts enable greater diversity, increased opportunity to expand networks, and potential to engage a broader spectrum of stakeholders in the system. • Programs that want to develop strong peer relationships and focus on interpersonal leadership development may opt for smaller cohorts (12 to 20 people) to provide more intensive opportunities for connection and learning. The Barr Fellowship program takes this approach. The former Kellogg National Leadership Program balanced the benefits of larger cohorts (45 people) with the benefits of smaller groups by assigning participants to smaller home groups to create space for personal connection and support. Think outside the box before deciding on “in/out” program boundaries. Typically, leadership programs clearly define boundaries about who is in the program and who is not. This strategy works well to support bonding and trust building, but it risks becoming exclusive and insular. Another approach is to think of the cohort as a core group of a larger network that includes other important allies who work on the same issues. Some sessions could be made open, to draw in people from this larger network and distribute training opportunities among a broader group of stakeholders. Some programs, including the Kellogg Leadership for Community Change (KLCC) and the Annie E. Casey Foundation’s Making Connections, recognized that circumstances change for people, especially in vulnerable communities, and that flexibility is an essential element of the program design. KLCC targeted 25 leaders from the local

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community, leaving it up to the community to decide who would participate (based on people’s circumstances). By making the boundaries more porous, KLCC enabled people to choose to participate in different sessions according to their interests or the contributions they could make to the work.

5. Experiment with New Approaches to Cohort Selection and Recruitment. Weigh the pros and cons of open application and closed nomination processes. Traditionally, there are two basic approaches to selection and recruitment (with some variations and hybrids): selfnomination and nomination by others. Both approaches for the most part target individuals—a practice that stems from programs operating on the premise that having strong leaders in organizations will produce community benefit. These models will need to evolve to support the strategic recruitment of cohorts, and one step in that evolution might be to innovate with both the open application and the closed nomination processes, as follows:

or who could benefit from the additional supports and skills that the program offers. Nominators can identify people who may not think of themselves as leaders, and nominations give prestige to those selected by confirming the importance of their work and the work of their organization. The nomination process can also promote discussion among nominators about what representation of people across organizations, agencies, and sectors should be targeted for recruitment to secure the best cohort composition. Without the right nominators, however, nominations are often less transparent and may be less accessible and inclusive. These problems can be addressed by using a nomination process that is more open and invites self-nominations as well. To ensure inclusiveness in the nomination of candidates, your leadership program should have a diverse team that can be seen as part of the program’s emerging network of people who care about your mission.

• Open application process: An open application process has both advantages and disadvantages. On the one hand, it attracts people who feel a sense of urgency around the leadership program’s social purpose, and who might not otherwise have the connections to be nominated. An open process is also likely to be perceived as more transparent, which builds trust. On the other hand, in an open application process you may not get the mix of people or organizations that would constitute a cohort capable of bringing diverse perspectives and experiences to the problem you are tackling. Programs that value transparency in the application process are innovating to address the issue of cohort composition. For example, the National Leadership Academy for the Public’s Health invites applicants to put together their own teams based on detailed criteria about the multi-sector mix of teams they are looking for to tackle public health problems. • Closed nomination process: A nomination process typically engages a group of nominators (often critical leaders in their sector or arena of work) to identify who they think are making the most important contributions

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Recap and Resources 1. Be clear on the change you are trying to produce through your leadership work. What problem do you believe will be improved or addressed through your leadership development, and why? Your goal should be not just stronger leaders but also a social benefit that better or different leadership can help to achieve. Friedman, Mark, Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities, Trafford Publishing (2006). Grantcraft, Supporting Leadership: A Guide in Progress, http://www.grantcraft.org/index.cfm?fuseaction=Page. ViewPage&pageId=1382 (2012). Grove, John T., Barry M. Kibel, Taylor Haas, EvaluLEAD: A Guide for Shaping and Evaluating Leadership Development Programs, http://leadershiplearning.org/leadership-resources/resources-and-publications/evalulead-guide-shaping-andevaluating-leadership-de (January 2005). Grove, John, Barry Kibel, Taylor Haas, “EvaluLEAD: An Open-Systems Perspective on Evaluating Leadership Development,” in Hannum, Martineau, Reinelt (Eds.), The Handbook of Leadership Development Evaluation, Center for Creative Leadership (November 2006). McGonagill, Grady, Claire Reinelt, “Leadership Development in the Social Sector: A Framework for Supporting Strategic Investments,” The Foundation Review, http://leadershiplearning.org/leadership-resources/resources-and-publications/ leadership-development-social-sector-framework-suppo (2011, vol. 2:4). 2. Articulate and test your assumptions about why working with the population you have identified will help you produce the change you want. Create a hypothesis that will enable you to test your assumptions. The hypothesis should articulate an if-then relationship—for example, “If we work with X population and provide them with Y, then Z will happen.” This will help you identify benchmarks and a time frame for how and when you will test and (if necessary) revise your assumptions. Leadership Learning Community, Further Reflections on Evidence-Based Practice and Leadership Development: Developing Hypotheses and Case Examples, http://www.leadershiplearning.org/leadership-resources/resources-and-publications/search/ hypothesis (2010). 3. Investigate who else is doing leadership development work on the problem you are tackling. Even though it will take some time to learn about others doing leadership work in your area, you can potentially learn from their assumptions and results. For example, making progress on complex issues like racial equity requires coordinating multiple strategies that target different populations. Leadership Learning Community, Leadership and Race: How to Develop and Support Leadership that Contributes to Racial Justice, Leadership for a New Era Series, http://leadershiplearning.org/page/leadership-and-race-report-additionalinformation (2010). Marsh, Dwayne S., Millie Hawk Daniel, Kris Putnam, Leadership for Policy Change: Strengthening Communities of Color Through Leadership Development, PolicyLink. http://goo.gl/A9hnB (2003).

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4.Ask what mix of individuals or groups should be part of the cohort, and talk about why. Many leadership programs focus their selection on the merits of the individual without paying attention to the composition of the cohort. How is your thinking about the cohort mixture tied to a theory of change or clarity about your change strategy? Leadership Learning Community, “Case Study: Network Development and Catalyzing Collaborative Action on Poverty and Injustice,” http://leadershiplearning.org/blog/natalia-castaneda/2010-10-21/case-study-network-development-and-catalyzingcollaborative-action (2010). The Bhavishya Alliance, “Legacy and Learning from an Indian Multi-sector Partnership to Reduce Child Undernutrition,” http://synergos.org/knowledge/12/bhavishyaalliancelegacyandlearning.pdf (April 2012) 5. Think outside the box when it comes to your leadership program boundaries, rather than default to the traditional approach. Be clear about why to have a tight or a porous program boundary and how it will help you achieve your results. 6. Assess the pros and cons of open application and nomination as it relates to your leadership program.

Conclusion Most people who have participated in leadership programs say they have personally benefited and believe they are stronger in some areas of leadership; however, many leadership programs hope that individuals or groups will have a greater impact on complex social problems. Achieving this broader goal requires a purposeful approach that explicitly links your decisions about who to target for leadership development to your assumptions about why that group or composition of people are best positioned to have the impact you are seeking. We hope that after reading this guide you will share your experiences with others who aim to increase the impact of their leadership development work, by contributing to the Leadership for a New Era wiki at www.leadershipforanewera.com.

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About the Leadership for a New Era “How To” Series: A Guide for Strengthening the Collective Impact of Your Leadership Development Work As part of the Leadership for a New Era (LNE) initiative, the Leadership Learning Community has generated a series of “how to” guides for leadership program staff. The guides are supported by funding from the W.K. Kellogg Foundation. The guides, which can be read separately or as an interconnected series, offer recommendations on these important topics: • How to use action learning to achieve your change results (by Deborah Meehan and Claire Reinelt) • How recruit to maximize the value of your cohort (by Deborah Meehan and Claire Reinelt) • How to cultivate and activate your network (by Deborah Meehan, Claire Reinelt, June Holley, and Natalia Castañeda Chaux) Each guide also includes practical examples of how a wide range of leadership programs think about and implement strategic approaches.

The publications listed above were funded by the Annie E. Casey Foundation, Blue Cross and Blue Shield of Minnesota Foundation, The California Endowment, the David and Lucile Packard Foundation, the Evelyn & Walter Haas, Jr. Fund, the Kansas Leadership Center, and the W.K. Kellogg Foundation. About the Leadership Learning Community We are a national nonprofit organization transforming the way leadership development work is conceived, conducted, and evaluated, primarily within the nonprofit sector. We focus on leveraging leadership as a means of creating a more just and equitable society. We combine our expertise in identifying, evaluating, and applying cutting-edge ideas and practices in the leadership development field with access to our national network of hundreds of experienced funders, consultants, and leadership development programs, to drive the innovation and collaboration needed to make leadership development more effective. We also offer consulting services such as scans, evaluations, and network development to help programs and foundations optimize their leadership investment strategy. For more information, please visit www.leadershiplearning.org

About the Leadership for a New Era Initiative Leadership for a New Era (LNE) is a collaborative research initiative launched in 2009 by the Leadership Learning Community. Through this initiative, we seek to promote leadership approaches that are more inclusive, networked, and collective. We believe that the dominant leadership model, which places a strong emphasis on the individual, limits the ability of leadership programs to bring about positive change in our society, so we have joined forces with a diverse group of funders, researchers, practitioners, and consultants in the leadership development field to shift the current thinking. Our research focuses on four areas: Leadership and Race, Leadership and Networks, Collective Leadership, and Leadership Across Difference. For more information, please visit www.leadershipforanewera.org. Other publications created as part of the Leadership for a New Era initiative are as follows: • A New Leadership Mindset (2009) http://leadershiplearning.org/new-leadership-mindsetdownload • Leadership and Race: How to Develop and Support Leadership that Contributes to Racial Justice (2010) http://leadershiplearning.org/new-publication-how-developand-support-leadership-contributes-racial-justice • Leadership and Networks (2012)

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About the Authors Deborah Meehan Executive Director, Leadership Learning Community Deborah is the founder and Executive Director of the Leadership Learning Community (LLC), and has over 20 years of experience researching, advising, evaluating and writing about how to increase the impact of leadership development. Deborah received a Kellogg National Leadership fellowship in 1991. She was also a 2002 Salzburg Fellow and returned to Salzburg in 2007 as a member of the Global Youth Leadership faculty. She is a former board member for the International Leadership Association and is currently on the board of the Blue Cross and Blue Shield of Minnesota Foundation. Deborah created the consulting services arm of LLC and has conducted evaluations for national and international leadership programs, produced leadership scans and literature reviews, and made program recommendations on behalf of 30 foundations that include a broad range of small, regional, and national foundations. She is currently using social network analysis to help leadership programs activate alumni networks. Deborah coauthored the LLC reports A New Leadership Mindset, Leadership and Race: How to Develop and Support Leadership that Contributes to Racial Justice, and Leadership and Networks. She has a B.S. in Psychology from UC Berkeley and has been a longtime community activist in Oakland, California, where she lives.

Claire Reinelt, Ph.D. Research and Evaluation Director, Leadership Learning Community Claire is a founding member of the Leadership Learning Community and serves as convener of its Evaluation Learning Circle and Boston Learning Circle. She joined the LLC staff as Research and Evaluation Director in 2005. Claire has conducted research and evaluations for numerous foundations and leadership programs. Her clients include the W.K. Kellogg Foundation, the David and Lucile Packard Foundation, and The California Endowment, among many others. Recently, she has focused attention on how to catalyze and unleash the power of leadership networks. In her consulting and facilitation work, Claire works with diverse stakeholders to deepen their capacity to learn from their experiences, improve their programs, and make a strong case for investing in leadership development. Claire is co-editor of the Handbook of Leadership Development Evaluation (Jossey-Bass, 2007) and co-author of a 2010 article in Leadership Quarterly, “Social Network Analysis and the Evaluation of Leadership Networks.” Many of her publications and writings are available on the LLC website. Claire has more than 20 years of experience working in the social sector as an evaluator, facilitator, and consultant. She has a Ph.D. in Sociology from Brandeis University and an M.A. in Anthropology from The University of Texas, Austin.

Get Involved! Join the Leadership for a New Era Website This publication is part of the Leadership for a New Era Series, which promotes leadership approaches that are more inclusive, networked and collective. We invite you to visit www.leadershipforanewera.org to connect with peers across the nation, share your ideas, access resources and ultimately, join us in promoting a more effective leadership model. www.leadershipforanewera.org

Stay Connected Sign up for the Leadership Learning Community (LLC) newsletter: http://conta.cc/LLCNewsletter Visit the Leadership Learning Community website: www.leadershiplearning.org Follow us on Twitter: @LeadershipEra

CONTACT INFORMATION Deborah Meehan, Executive Director Leadership Learning Community 1203 Preservation Park Way #200 Oakland, CA 94612 (510) 238-9080 Phone (510) 238-9084 Fax [email protected]

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