Leadership & Management

Are you looking for new ways to build the local capacity of leaders to effect change in the community? These resources cover a range of scenarios for cultivating leadership.

A Guide for Training Public Dialogue Facilitators

Public dialogue is often a first step or catalyst for community change. Are you looking for a training tool to increase the capacity of your local facilitators (in some cases volunteers) to undertake successful public dialogues? Are you looking for guidance on how to improve your own facilitation skills?

This guide provides instructions on how to train public dialogue facilitators. It is easy to understand and covers all the basics on how to build a training program from the ground up, including a detailed training agenda. This guide also has useful tips for experienced facilitators to use in special situations, such as how to work with interpreters or groups where literacy is a challenge.

Level: Intermediate
Download Here: A Guide for Training Public Dialogue Facilitators, PDF 2.1MB

Publication Information: Everyday Democracy. 2008. A Guide for Training Public Dialogue Facilitators.

Competency Matrix

Are you looking for a handout which shows the process and stages of learning a new skill or behaviour?

The competency matrix is useful to show the importance of learner awareness when teaching a new skill. People respond best to training when they are aware of their own need for it and become conscious learners.

Level: Intermediate
Download Here: Competency Matrix, PDF 508KB

For further interpretation of the competency matrix, refer to the following website:

EvaluLEAD: A Guide for Shaping and Evaluating Leadership Development Programs

Are you currently developing a leadership development program? Are you conducting an evaluation for your leadership development program? Did you already do an evaluation and found that your evaluation process did not fully capture the complex results of the program?

If so, the EvaluLEAD methodology may be useful for you. This guide is intended for both evaluation and program staff to use for conceptualizing their leadership development programs. The purpose of the EvaluLEAD methodology is to assist in the exploration and documentation of a leadership development program’s complex results.

Level: Advanced

Download Here: EvaluLEAD, PDF 424KB
Publication Information: Grove, J., Kibel, B., and Haas, T. 2005. EvaluLead: A Guide for Shaping and Evaluating Leadership Development Programs. Sustainable Leadership Initiative.

Governance as Leadership Model

The Governance as Leadership Model handout and the related resources below explore how to maximize effectiveness of nonprofit governance, specifically in relation to nonprofit boards. The concept of governance as leadership gives boards a new way to understand governance and, more important, new practices for governing more effectively. By thinking about board work in three components, fiduciary, strategic and generative, boards can provide leadership and achieve results in new ways.

Download Here: Governance as Leadership Model, PDF 416KB
Publication Information: Chait, Ryan and Taylor. 2004. Governance as Leadership Model

For further interpretation of the Governance as Leadership Model, refer to these resources:

The following two articles explore the three distinct types of board actions as outlined by Richard Chait:

Governance as Leadership: Bringing New Governing Mindsets To Old Challenges, PFD 88KB
Board Governance as Leadership Summary, PDF 244KB

In this interview, Richard Chait discusses his new book on how boards can transform into powerful forces of leadership:

“Why Nonprofits Have a Board Problem” Interview with Richard Chait

Local Democracy and Political Leadership

Do you ever wonder why people are resistant to change? Or why we work towards local leadership development?

This journal article can serve as an analytical tool for community developers. It discusses how different concepts of local democracy imply different tasks, functions and reform strategies for local political leadership. The different models of participatory democracy and network democracy. The different models all have important implications for local leadership and community engagement.

Level: Advanced

The complete article can be downloaded for a fee online. Search the article by title on the Political Studies website: http://www.politicalstudies.org
Publication Information: Haus, M. and Sweeting, D. 2006. Loacal Democracy and Political Leadership: Drawing a Map. Political Studies (54): 267-288.

The Collective Leadership Framework: A Workbook for Cultivating and Sustaining Community Change

Have you found that most of the leadership resources you are familiar with are a bit dated? Are you looking for a leadership resource that addresses the challenges faced by 21st century leaders?

The Collective Leadership Framework has been developed to be responsive to our current time where community leaders must be capable of crossing many boundaries: those between individuals and groups, those among organizations, and those fostered by issues that divide the population. They need to bring people together in ways that heal old rifts and ruptures, they must be willing to challenge their assumptions - to unlearn and relearn. This workbook is intended to help organizations use community-based collective leadership as a tool for making community change. Along the way, it also increases individual participants’ leadership ability and increases their life choices and opportunities.

Level: Beginner

Download Here: The Collective Leadership Framework, PDF 1.7MB
Publication Information: W.K. Kellogg Foundation. 2007. The Collective Leadership Framework: A Workbook for Cultivating and Sustaining Community Change.

The Real Reason People Won’t Change

Do you ever wonder why people at work are resistant to change? In this article, Robert Kegan explores what lies behind the inability or resistance to change for so many of us, even when we want to change. Competing commitment is a term used to describe the psychological dynamic in which we are unconsciously preserving a belief or goal that may be in opposition to a stated goal.

Kegan leads the reader through the steps of uncovering, assessing, testing and then deciding to keep or replace the deeply held belief. Rather than exposing weaknesses, this process reveals the big assumptions we hold and how they fundamentally shape our behavior. It is only through a deeper understanding of ourselves and our motivations that we can overcome our resistance to change and become more effective in the work we do.

Level: Intermediate
The complete article can be read for free online at the Harvard Business Review website: hbr.org

Alternatively, the article can be purchased: hbr.org/product/the-real-reason-people-won-t-change/an/R0110E-PDF-ENG?Ntt=8121

Publication Information: Kegan, R. and Laskow Lahey, L. 2001. The Real Reason People Won’t Change. Harvard Business Review OnPoint. Harvard Business School Publishing.