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Flashcards 31 revised_dc_spr_050411
The document discusses workforce leadership, emphasizing the importance of collaboration, innovation, and alignment among diverse partners within community ecosystems. It also highlights the increasing expectations from workforce leaders, the necessity of shared goals and metrics to drive impact, and the role of technology in facilitating connections beyond traditional boundaries. Ultimately, effective workforce development relies on the ability to harness diverse partnerships and adapt to a changing environment.
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Flashcards 31 revised_dc_spr_050411
- 1. DR DR AF AF T T Things we’ve learned Things we’ve learned about Workforce about Workforce Leadership Leadership DR DR AF AF T T Things we’ve learned Things we’ve learned about Workforce about Workforce Leadership Leadership
- 2. Enhancing Workforce Leadershipis a Technical Enhancing Workforce Leadership is a Technical Assistance Project of the Employment Training Assistance Project of the Employment Training Administration of the US Department of Labor Administration of the US Department of Labor operated under contract by Social Policy Research operated under contract by Social Policy Research Associates (Oakland, CA). Associates (Oakland, CA). Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: For more information: www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org Enhancing Workforce Leadership is a Technical Enhancing Workforce Leadership is a Technical Assistance Project of the Employment Training Assistance Project of the Employment Training Administration of the US Department of Labor Administration of the US Department of Labor operated under contract by Social Policy Research operated under contract by Social Policy Research Associates (Oakland, CA). Associates (Oakland, CA). Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: For more information: www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org
- 3. 1. It’s reallymore like 1. It’s really more like We-adership. We-adership. 1. It’s really more like 1. It’s really more like We-adership. We-adership.
- 4. ✓ Workforce leadersoperate within networks more often than ✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal the most significant things they do. Sometimes formal alliances result, other times, informal projects. Each link alliances result, other times, informal projects. Each link builds relationships that make the next collaborative builds relationships that make the next collaborative endeavor easier, faster, and likely more effective. endeavor easier, faster, and likely more effective. ✓ Many leaders see themselves in the innovation business. ✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are New ideas come from the diverse networks many leaders are trying to build. trying to build. ✓ A good leader knows when not to lead. Stepping back ✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders. enables others to step up and become leaders. "We bring together different players involved in workforce development, "We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. from tech schools to trade associations and state government agencies. We are conveners. So much depends on the willingness to collaborate.” We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative – Lana, State Representative ✓ Workforce leaders operate within networks more often than ✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal the most significant things they do. Sometimes formal alliances result, other times, informal projects. Each link alliances, other times, informal projects. Each link builds builds relationships that make the next collaborative relationships that make the next collaborative endeavor endeavor easier, faster, and likely more effective. easier, faster, and likely more effective. ✓ Many leaders see themselves in the innovation business. ✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are New ideas come from the diverse networks many leaders trying to build. are trying to build. ✓ A good leader knows when not to lead. Stepping back ✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders. enables others to step up and become leaders. "We bring together different players involved in workforce development, "We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. from tech schools to trade associations and state government agencies. We are convenors. So much depends on the willingness to collaborate.” We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative – Lana, State Representative
- 5. 2. Thirty-one Flavorsof WFD 2. Thirty-one Flavors of WFD Workforce leaders advance many issues, at different Workforce leaders advance many issues, at different scales, within unique community ecosystems. scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change can take many forms. This is a significant change from a decade ago. from a decade ago. 2. Thirty-one Flavors of WFD 2. Thirty-one Flavors of WFD Workforce leaders advance many issues, at different Workforce leaders advance many issues, at different scales, within unique community ecosystems. scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change can take many forms. This is a significant change from a decade ago. from a decade ago.
- 6. Literacy Data/Intelligence Sharing Literacy Data/Intelligence Sharing Unemployment Self-employment Unemployment Self-employment Economic Development Industry/Social Innovation Economic Development Industry/Social Innovation Homelessness Rural Poverty Homelessness Rural Poverty Neighborhood Poverty Broadband Connectivity Neighborhood Poverty Broadband Connectivity Job Creation Sustainability Job Creation Sustainability Industry Transition Work Experiences for Youth Industry Transition Work Experiences for Youth Resource Development Skill Gaps Resource Development Skill Gaps High School Graduation Distressed Communities High School Graduation Distressed Communities College Access Multigenerational Workplace College Access Multigenerational Workplace Rural Engagement Community Engagement Rural Engagement Community Engagement Entrepreneurship Transportation Entrepreneurship Transportation Sector/Cluster Strategies Career Navigation Sector/Cluster Strategies Career Navigation "Expectations are greater today as the public's understanding of "Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director Our agendas are bigger, even if not always realistic." – Paul, WIB Director Literacy Data/Intelligence Sharing Literacy Data/Intelligence Sharing Unemployment Self-employment Unemployment Self-employment Economic Development Industry/Social Innovation Economic Development Industry/Social Innovation Homelessness Rural Poverty Homelessness Rural Poverty Neighborhood Poverty Broadband Connectivity Neighborhood Poverty Broadband Connectivity Job Creation Sustainability Job Creation Sustainability Industry Transition Work Experiences for Youth Industry Transition Work Experiences for Youth Resource Development Skill Gaps Resource Development Skill Gaps High School Graduation Distressed Communities High School Graduation Distressed Communities College Access Multigenerational Workplace College Access Multigenerational Workplace Rural Engagement Community Engagement Rural Engagement Community Engagement Entrepreneurship Transportation Entrepreneurship Transportation Sector/Cluster Strategies Career Navigation Sector/Cluster Strategies Career Navigation "Expectations are greater today as the public's understanding of "Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director Our agendas are bigger, even if not always realistic." – Paul, WIB Director
- 7. 3. “In orderto form a more 3. “In order to form a more perfect...” alignment? perfect...” alignment? 3. “In order to form a more 3. “In order to form a more perfect...” alignment? perfect...” alignment?
- 8. Workforce leaders repeatedlycited the challenge (necessity) of Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires: alignment. It means more than just coordinating efforts. It requires: ✓ Working toward a shared set of measurable goals (whether ✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively); or not work occurs collaboratively); ✓ Using incentives that reward progress appropriately; ✓ Using incentives that reward progress appropriately; ✓ Investing time, resources and expertise in ways that are ✓ Investing time, resources and expertise in ways that are widely perceived to be “fair” and in the public interest; and widely perceived to be “fair” and in the public interest; and ✓ Building trust (beyond single individuals) to support lasting ✓ Building trust (beyond single individuals) to support lasting partnerships. partnerships. “The most effective WIBs are those that function as good conveners – “The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner longer term needs in a coherent way.” – Mark, County Commissioner “Diverse partners add the resources and expertise we do not have and “Diverse partners add the resources and expertise we do not have and the reverse is also true. You need partnerships to take on the hard issues. the reverse is also true. You need partnerships to take on the hard issues. Knowing how to leverage them is an important aspect of leadership.” Knowing how to leverage them is an important aspect of leadership.” – Christine, WIB Director – Christine, WIB Director Workforce leaders repeatedly cited the challenge (necessity) of Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires: alignment. It means more than just coordinating efforts. It requires: ✓ Working toward a shared set of measurable goals (whether ✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively); or not work occurs collaboratively); ✓ Using incentives that reward progress appropriately; ✓ Using incentives that reward progress appropriately; ✓ Investing time, resources and expertise in ways that are ✓ Investing time, resources and expertise in ways that are widely perceived to be “fair” and in the public interest; and widely perceived to be “fair” and in the public interest; and ✓ Building trust (beyond single individuals) to support lasting ✓ Building trust (beyond single individuals) to support lasting partnerships. partnerships. “The most effective WIBs are those that function as good conveners – “The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner longer term needs in a coherent way.” – Mark, County Commissioner “Diverse partners add the resources and expertise we do not have and “Diverse partners add the resources and expertise we do not have and the reverse is also true. You need partnerships to take on the hard issues. the reverse is also true. You need partnerships to take on the hard issues. Knowing how to leverage them is an important aspect of leadership.” Knowing how to leverage them is an important aspect of leadership.” – Christine, WIB Director – Christine, WIB Director
- 9. 4. Impact >Program + System 4. Impact > Program + System 4. Impact > Program + System 4. Impact > Program + System
- 10. ✓ Local leaders,mayors in particular, seek results. They ✓ Local leaders, mayors in particular, seek results. They encourage other leaders and board members to focus on encourage other leaders and board members to focus on impact and outcomes, not just program compliance. impact and outcomes, not just program compliance. ✓ Board members also champion impact and outcomes, ✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other working with agencies, foundations, firms, and other community partners to align investments around strategic community partners to align investments around strategic intent. intent. ✓ Establishing shared goals and metrics that go beyond ✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything. obligatory, the numbers won’t mean anything. “Metrics matter and they should be strategic – linked to a collaboratively “Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association powerful.” – Sam, VP, Member Association ✓ Local leaders, mayors in particular, seek results. They ✓ Local leaders, mayors in particular, seek results. They encourage other leaders and board members to focus on encourage other leaders and board members to focus on impact and outcomes, not just program compliance. impact and outcomes, not just program compliance. ✓ Board members also champion impact and outcomes, ✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other working with agencies, foundations, firms, and other community partners to align investments around strategic community partners to align investments around strategic intent. intent. ✓ Establishing shared goals and metrics that go beyond ✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything. obligatory, the numbers won’t mean anything. “Metrics matter and they should be strategic – linked to a collaboratively “Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association powerful.” – Sam, VP, Member Association
- 11. 5. It’s a(Global) Village. 5. It’s a (Global) Village. Peers and collaborators can be anywhere. Peers and collaborators can be anywhere. Workforce leaders learn from neighboring Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in jurisdictions and peer communities anywhere in the country, anywhere in the world. the country, anywhere in the world. 5. It’s a (Global) Village. 5. It’s a (Global) Village. Peers and collaborators can be anywhere. Peers and collaborators can be anywhere. Workforce leaders learn from neighboring Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in jurisdictions and peer communities anywhere in the country, anywhere in the world. the country, anywhere in the world.
- 12. ✓ More communities(and states) are organizing immersive ✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside study visits with peer communities, including those outside the US, to learn new approaches to shared challenges. the US, to learn new approaches to shared challenges. ✓ OECD-based analysts and innovation experts from Europe, ✓ OECD-based analysts and innovation experts from Europe, Asia, and neighbors in the Americas are becoming regular Asia, and neighbors in the Americas are becoming regular participants in workforce association meetings and events. participants in workforce association meetings and events. ✓ Workforce leaders are exploring video conferencing, social ✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing media, and other distance technologies to make sharing information across the miles easier. information across the miles easier. "Technology and innovation are key. We need to keep in mind that we "Technology and innovation are key. We need to keep in mind that we are part of a global economy. The world is bigger than the community are part of a global economy. The world is bigger than the community we live or work in.” – Stephen, Interagency Workgroup Director we live or work in.” – Stephen, Interagency Workgroup Director ✓ More communities (and states) are organizing immersive ✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside study visits with peer communities, including those outside the US, to learn new approaches to shared challenges. the US, to learn new approaches to shared challenges. ✓ OECD-based analysts and innovation experts from Europe, ✓ OECD-based analysts and innovation experts from Europe, Asia, and neighbors in the Americans are becoming regular Asia, and neighbors in the Americas are becoming regular participants in workforce association meetings and events. participants in workforce association meetings and events. ✓ Workforce leaders are exploring video conferencing, social ✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing media, and other distance technologies to make sharing information across the miles easier. information across the miles easier. "Technology and innovation are key. We need to keep in mind that we "Technology and innovation are key. We need to keep in mind that we are part of a global economy. The world is bigger than the community are part of a global economy. The world is bigger than the community we live or work in.” – Stephen, Interagency Workgroup Director we live or work in.” – Stephen, Interagency Workgroup Director
- 13. 6. Workforce Development= 6. Workforce Development = Pick-Up Basketball*? Pick-Up Basketball*? * Credit for quip to Sam Leiken, Council on Competitiveness * Credit for quip to Sam Leiken, Council on Competitiveness 6. Workforce Development = 6. Workforce Development = Pick-Up Basketball*? Pick-Up Basketball*? * Credit for quip to Sam Leiken, Council on Competitiveness * Credit for quip to Sam Leiken, Council on Competitiveness
- 14. ✓ The locationof work matters less and less. Technology helps ✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, us connect from home, the office, the road, even from the air, all over the world. all over the world. ✓ Workforce “partners” go beyond the usual suspects. The ✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer distinctions between public and private, partner and customer blur as private organizations and individuals become important blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds. otherwise link these worlds. ✓ Planning and doing are no longer linear, sequential, or long- ✓ Planning and doing are no longer linear, sequential, or long- term. Some collaborations emerge to resolve short-term term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle essential and increasingly complex. Workforce leaders struggle to support change while providing stability. to support change while providing stability. “Leadership has to see a greater range of changes coming and deal with “Leadership has to see a greater range of changes coming and deal with them faster and better than ever before. We do what we can to anticipate them faster and better than ever before. We do what we can to anticipate change – and make sure what we design is sustainable after the flurry is change – and make sure what we design is sustainable after the flurry is over. Reaction time is critical.” – Mike, WIB Marketing Specialist over. Reaction time is critical.” – Mike, WIB Marketing Specialist ✓ The location of work matters less and less. Technology helps ✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, us connect from home, the office, the road, even from the air, all over the world. all over the world. ✓ Workforce “partners” go beyond the usual suspects. The ✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer distinctions between public and private, partner and customer blur as private organizations and individuals become important blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds. otherwise link these worlds. ✓ Planning and doing are no longer linear, sequential, or long- ✓ Planning and doing are no longer linear, sequential, or long- term. Some collaborations emerge to resolve short-term term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle essential and increasingly complex. Workforce leaders struggle to support change while providing stability. to support change while providing stability. “Leadership has to see a greater range of changes coming and deal with “Leadership has to see a greater range of changes coming and deal with them faster and better than ever before. We do what we can to anticipate them faster and better than ever before. We do what we can to anticipate change – and make sure what we design is sustainable after the flurry is change – and to make sure that what we design is sustainable after the over. Reaction time is critical.” – Mike, WIB Marketing Specialist flurry is done. Reaction time is critical.” – Mike, Marketing Specialist
- 15. 7. Effective workforceleaders 7. Effective workforce leaders can play many positions. can play many positions. 7. Effective workforce leaders 7. Effective workforce leaders can play many positions. can play many positions.
- 16. Workforce leaders playdifferent roles across jurisdictions, and Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. the roles can vary over time as priorities evolve. ✓ This fluidity can be challenging to manage, but it's also one ✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets. of the workforce system's greatest assets. ✓ Gaps remain in partners' understanding of each others' ✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory roles, priorities, commitments, and statutory responsibilities. responsibilities. “Since the downturn, mayors have asked for more workforce services, “Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my area.” delivered more locally - I have 34 municipalities in my region.” – Jennifer, WIB Director – Jennifer, WIB Director "It’s critical for people to work together across boundaries, "It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” understanding what each other do...how they fit together.” – Shari, VP, Member Association – Shari, VP, Member Association ”The big, collaborative table is really important.” ”The big, collaborative table is really important.” – Howard, State Legislative Staff – Howard, State Legislative Staff Workforce leaders play different roles across jurisdictions, and Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. the roles can vary over time as priorities evolve. ✓ This fluidity can be challenging to manage, but it's also one ✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets. of the workforce system's greatest assets. ✓ Gaps remain in partners' understanding of each others' ✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory roles, priorities, commitments, and statutory responsibilities. responsibilities. “Since the downturn, mayors have asked for more workforce services, “Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my region.” delivered more locally - I have 34 municipalities in my region.” – Jennifer, WIB Director – Jennifer, WIB Director "It’s critical for people to work together across boundaries, "It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” understanding what each other do...how they fit together.” – Shari, VP, Member Association – Shari, VP, Member Association “The big, collaborative table is really important.” ”The big, collaborative table is really important.” – Howard, State Legislative Staff – Howard, State Legislative Staff
- 17. 8. Workforce leadership 8. Workforce leadership demands lifelong learning demands lifelong learning about learning and work. about learning and work. 8. Workforce leadership 8. Workforce leadership demands lifelong learning demands lifelong learning about learning and work. about learning and work.
- 18. ✓ Workforce developmentis about talent development at all ✓ Leadership is about talent development at all levels, levels, community wide. Workforce leaders are not only community wide. Workforce leaders are not only building building pathways to help those without needed skills pathways to help those without needed skills advance, but advance, but also supporting unique or emerging industries also supporting the talent needs of unique or emerging that give their communities a competitive advantage. Many industries that give their communities a competitive are looking for ways to support and promote advantage. Many are looking for ways to support and entrepreneurship. promote entrepreneurship. ✓ Effective workforce leaders spend time building ✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving partners maximize their contributions in service of solving community challenges, while also effectively managing risk. community challenges, while also effectively managing risk. "We are trying to build an understanding of workforce and how systems "We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association need to change.” – Shari, VP, Member Association ✓ Workforce development is about talent development at all ✓ Workforce development is about talent development at all levels, community wide. Workforce leaders are not only levels, community wide. Workforce leaders are not only building pathways to help those without needed skills building pathways to help those without needed skills advance, but also supporting unique or emerging industries advance, but also supporting unique or emerging industries that give their communities a competitive advantage. Many that give their communities a competitive advantage. Many are looking for ways to support and promote are looking for ways to support and promote entrepreneurship. entrepreneurship. ✓ Effective workforce leaders spend time building ✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving partners maximize their contributions in service of solving community challenges, while also effectively managing risk. community challenges, while also effectively managing risk. "We are trying to build an understanding of workforce and how systems "We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association need to change.” – Shari, VP, Member Association
- 19. 9. The listof “need-to- 9. The list of “need-to- knows” for workforce leaders knows” for workforce leaders is growing. is growing. 9. The list of “need-to- 9. The list of “need-to- knows” for workforce leaders knows” for workforce leaders is growing. is growing.
- 20. Dozens of skills,characteristics, attributes, and types of Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce knowledge were cited as critical for effective workforce leadership. They cluster into four categories: leadership. They cluster into four categories: ✓ Strategy (goal-setting, prioritizing, planning, convening, ✓ Strategy (goal-setting, prioritizing, planning, convening, etc.) etc.) ✓ Information/analysis (understanding data, identifying ✓ Information/analysis (understanding data, identifying challenges and their causes, etc.) challenges and their causes, etc.) ✓ People (team, organization, interagency, and public-facing) ✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that ✓ Narrative (making meaning out of data in a way that engages/inspires, working “out loud”, etc.) engages/inspires, working “out loud”, etc.) “Leadership is not just about gap-filling, but strength-building. We might “Leadership is not just about gap-filling, but strength-building. We might initiate a cause, but we want many to own it at the policy level, in initiate a cause, but we want many to own it at the policy level, in neighborhoods, and at our own kitchen tables.” – Eric, WIB Director neighborhoods, and at our own kitchen tables.” – Eric, WIB Director “Workforce has become part of a community dialogue that did not exist “Workforce has become part of a community dialogue that did not exist 30 years ago. It’s critical to our economy and the stakes are as high. There 30 years ago. It’s critical to our economy and the stakes are as high. There is incredible pressure to deliver real value.” – Laurie, WIB Director is incredible pressure to deliver real value.” – Laurie, WIB Director Dozens of skills, characteristics, attributes, and types of Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce knowledge were cited as critical for effective workforce leadership. They cluster into four categories: leadership. They cluster into four categories: ✓ Strategy (goal-setting, prioritizing, planning, convening, ✓ Strategy (goal-setting, prioritizing, planning, convening, etc.) etc.) ✓ Information/analysis (understanding data, identifying ✓ Information/analysis (understanding data, identifying challenges and their causes, etc.) challenges and their causes, etc.) ✓ People (team, organization, interagency, and public-facing) ✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that ✓ Narrative (making meaning out of data in a way that engages/inspires, working “out loud”, etc.) engages/inspires, working “out loud”, etc.) “Leadership is not just about gap-filling, but strength-building. We might “Leadership is not just about gap-filling, but strength-building. We might initiate a cause, but we want many to own it at the policy level, in initiate a cause, but we want many to own it at the policy level, in neighborhoods, and at our own kitchen tables.” – Eric, WIB Director neighborhoods, and at our own kitchen tables.” – Eric, WIB Director “Workforce has become part of a community dialogue that did not exist “Workforce has become part of a community dialogue that did not exist 30 years ago. It’s critical to our economy and the stakes are as high. There 30 years ago. It’s critical to our economy and the stakes are as high. There is incredible pressure to deliver real value.” – Laurie, WIB Director is incredible pressure to deliver real value.” – Laurie, WIB Director
- 21. 10. Leaders Wanted(!) 10. Leaders Wanted (!) Today's workforce leaders share a concern Today's workforce leaders share a concern about who will replace them. about who will replace them. 10. Leaders Wanted (!) 10. Leaders Wanted (!) Today's workforce leaders share a concern Today's workforce leaders share a concern about who will replace them. about who will replace them.
- 22. Workforce leaders pointedto gaps at federal, state, and local Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole. turnover that exists in the labor market as a whole. While new leaders will play different roles and use different While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few historical context of today’s senior leaders. But there are few opportunities for this kind of exchange. opportunities for this kind of exchange. "We really need to grow the people coming behind us. Large transitions "We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD powerful.” – Cynthia, Deputy Director of WFD “One of our biggest concerns has to do with the number of people “One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge and reaching retirement age...how do we institutionalize the knowledge and skills they have?” – Roy, Program DIrector skills they have?” – Roy, Program DIrector Workforce leaders pointed to gaps at federal, state, and local Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole. turnover that exists in the labor market as a whole. While new leaders will play different roles and use different While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few historical context of today’s senior leaders. But there are few opportunities for this kind of exchange. opportunities for this kind of exchange. "We really need to grow the people coming behind us. Large transitions "We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD powerful.” – Cynthia, Deputy Director of WFD “One of our biggest concerns has to do with the number of people “One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge and reaching retirement age...how do we institutionalize the knowledge and skills they have?” – Roy, Program DIrector skills they have?” – Roy, Program DIrector
- 23. 11. Workforce Developmentis 11. Workforce Development is serious business (even if serious business (even if there is a lot of noise). there is a lot of noise). 11. Workforce Development is 11. Workforce Development is serious business (even if serious business (even if there is a lot of noise). there is a lot of noise).
- 24. Many workforce leaderssee themselves and their organizations Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about as community stewards. They are serious and articulate about public service and expect the same of their peers and public service and expect the same of their peers and colleagues. colleagues. Asking workforce leaders about leadership quickly elicits Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why. conversation about what really matters in the field and why. "Workforce leadership requires a genuine understanding of issues, "Workforce leadership requires a genuine understanding of issues, resources, and metrics – there has to be a business case for the effort. resources, and metrics – there has to be a business case for the effort. Honesty is critical, and it helps if leadership has a genuine passion for Honesty is critical, and it helps if leadership has a genuine passion for the issues.” – Laurie, WIB Director the issues.” – Laurie, WIB Director “I’m happy to have dedicated career people - it’s not just a job to “I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director them.” – Roy, Program Director “Leaders do real things. Last year we put 15,000 young people to work “Leaders do real things. Last year we put 15,000 young people to work – the need is 70,000, but now everyone knows it and a partnership is – the need is 70,000, but now everyone knows it and a partnership is taking root.” – Robert, Department Manager taking root.” – Robert, Department Manager Many workforce leaders see themselves and their organizations Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about as community stewards. They are serious and articulate about public service and expect the same of their peers and public service and expect the same of their peers and colleagues. colleagues. Asking workforce leaders about leadership quickly elicits Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why. conversation about what really matters in the field and why. "Workforce leadership requires a genuine understanding of issues, "Workforce leadership requires a genuine understanding of issues, resources, and metrics – there has to be a business case for the effort. resources, and metrics – there has to be a business case for the effort. Honesty is critical, and it helps if leadership has a genuine passion for Honesty is critical, and it helps if leadership has a genuine passion for the issues.” – Laurie, WIB Director the issues.” – Laurie, WIB Director “I’m happy to have dedicated career people - it’s not just a job to “I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director them.” – Roy, Program Director “Leaders do real things. Last year we put 15,000 young people to work “Leaders do real things. Last year we put 15,000 young people to work – the need is 70,000, but now everyone knows it and a partnership is – the need is 70,000, but now everyone knows it and a partnership is taking root.” – Robert, Department Manager taking root.” – Robert, Department Manager
- 25. 12. Leadership development: 12. Leadership development: Demands a response, Demands a response, but what? but what? 12. Leadership development: 12. Leadership development: Demands a response, Demands a response, but what? but what?
- 26. There is nomagic bullet for developing workforce leaders - There is no magic bullet for developing workforce leaders - different people need different kinds of development different people need different kinds of development opportunities, and resource constraints (not just money, time opportunities, and resource constraints (not just money, time and expertise) are real. and expertise) are real. Workforce leaders recognize the need to do many things, but Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and technologies that call for a re-thinking of effective learning and mentoring practices. mentoring practices. "We need to spend more time and resources in our communities and "We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning nationally really developing leadership in workforce. We’re just beginning to have the kinds of jobs, talent, and skills discussions that should be to have the kinds of jobs, talent, and skills discussions that should be ongoing. The leadership piece is the next place we need to go.” ongoing. The leadership piece is the next place we need to go.” – Paul WIB Director – Paul WIB Director “We have to build a new understanding of workforce in our communities. “We have to build a new understanding of workforce in our communities. We have an old pipeline sense of how people make it through . . . Maybe We have an old pipeline sense of how people make it through . . . Maybe leadership is adaptability – the capacity to ramp up and learn new things, leadership is adaptability – the capacity to ramp up and learn new things, quickly.” – Shari, VP, Member Association quickly.” – Shari, VP, Member Association There is no magic bullet for developing workforce leaders - There is no magic bullet for developing workforce leaders - different people need different kinds of development different people need different kinds of development opportunities, and resource constraints (not just money, time opportunities, and resource constraints (not just money, time and expertise) are real. and expertise) are real. Workforce leaders recognize the need to do many things, but Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and technologies that call for a re-thinking of effective learning and mentoring practices. mentoring practices. "We need to spend more time and resources in our communities and "We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning nationally really developing leadership in workforce. We’re just beginning to have the kinds of jobs, talent, and skills discussions that should be to have the kinds of jobs, talent, and skills discussions that should be ongoing. The leadership piece is the next place we need to go.” ongoing. The leadership piece is the next place we need to go.” – Paul WIB Director – Paul WIB Director “We have to build a new understanding of workforce in our communities. “We have to build a new understanding of workforce in our communities. We have an old pipeline sense of how people make it through . . . Maybe We have an old pipeline sense of how people make it through . . . Maybe leadership is adaptability – the capacity to ramp up and learn new things, leadership is adaptability – the capacity to ramp up and learn new things, quickly.” – Shari, VP, Member Association quickly.” – Shari, VP, Member Association
- 27. Many thanks tothe 102 Many thanks to the 102 workforce leader contributors workforce leader contributors we have engaged formally (to we have engaged formally (to date), and the dozens of date), and the dozens of people we continue to meet people we continue to meet with and talk to about what it with and talk to about what it means to be a workforce leader means to be a workforce today. leader today. Stay tuned... You inspire us. Stay tuned... You inspire us. The SPR Research Team: The SPR Research Team: Vinz Koller, Kristin Wolff, Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash, Trace Elms, Alison Gash, Ricki Kozumplik Ricki Kozumplik Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: www.EnhancingWorkforceLeadership.org For more information: www.EnhancingWorkforceLeadership.org Many thanks to the 102 Many thanks to the 102 workforce leader contributors workforce leader contributors we have engaged formally (to we have engaged formally (to date), and the dozens of date), and the dozens of people we continue to meet people we continue to meet with and talk to about what it with and talk to about what it means to be a workforce leader means to be a workforce today. leader today. Stay tuned... You inspire us. Stay tuned... You inspire us. The SPR Research Team: The SPR Research Team: Vinz Koller, Kristin Wolff, Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash, Trace Elms, Alison Gash, Ricki Kozumplik Ricki Kozumplik Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: www.EnhancingWorkforceLeadership.org For more information: www.EnhancingWorkforceLeadership.org
- 28. @WFLeadership @WFLeadership www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org @WFLeadership @WFLeadership www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org