FINDING YOURFORTE SOCIAL IMPACT LEADERS PEERGROUP
AGENDA FRIDAY, JUNE 23, 2023
SOCIAL IMPACT LEADERS IN NON-PROFIT AND PHILANTHROPY
GETTING STARTED • Welcome • Introductions
0:00
• Buildinga Cathedral
MODULE 1 OVERVIEW • Social Impact Leadership Peer Group • Exemplary Leadership Introduction and Overview
Reggie Hammond
0:10
INSPIREA SHARED VISION • Pulse Check • Overview
0:20
COACHING PERSPECTIVES • Funder – Non-Profit Meetings that Get Results and Drive Impact • Panel Perspectives: • Speak So People Listen: Effective Meeting Presence
Maria Azuri Lesley Grady Pascale Bourne
0:30
POWERFUL PARTNERING FOR SOCIAL IMPACT IN ATLANTA • Where is there an opportunity for philanthropy and non-profit to better fund impact? • What are the barriers to moving money more freely? • How has philanthropy in Atlanta changed (or not) pre and post George Floyd and Covid? How does it need to change to help us advance equity, close gaps, promote nonprofit leader/organization healing?
1:00
Peer Group Leader Roundtable
CHALLENGE THE PROCESS • Pulse Check
1:20
ENABLE OTHERS TO ACT • GROW Model • Greatest Leadership Challenge
1:30
LUNCH
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LEADERSHIP PROFILES FRIDAY, JUNE 16 | 9AM - 11AM
GAIL CONYERS CLECKLEY Associate Vice President of Investment and Operations United Way of Greater Atlanta
LIBBY POLLOCK Global Change & Strategy Leader Habitat for Humanity International
DR. MARSHA FRANCIS Executive Director STE(A)M Truck
FELICIA ROBINSON Chief Human Resource Officer Boys & Girls Club of America
FELICIA WILLIAMS Director, Global Leadership Development & Talent Management Habitat for Humanity International
DR. LEAH AUSTIN President and Chief Executive Officer National Black Child DevelopmentInstitute
TRAVIS NORVELL Chief Strategy & Engagement Officer Atlanta Public Schools
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LEADERSHIP PROFILES FRIDAY, JUNE 16 | 11AM - 1PM
JAMYLLE GILYARD Lead Public Health Advisor Centers for Disease Control and Prevention
JOMAL VAILES Founding ExecutiveDirector STRIVE Atlanta
KRISTINA NEWTON Founder and Executive Director HYPE (Hope for Youth through Providing Education)
REV. DAWN WRIGHT Senior Pastor STAR Community United Methodist Church
DR. BISA BATTEN LEWIS President Black Child Development Institute (BCDI) – Atlanta Affiliate
DR. MAXINE CAIN Founder & President STEM Atlanta Women
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LEADERSHIP PROFILES FRIDAY, JUNE 23 | 9AM - 11AM
CARESHIA MOORE President & CEO Usher’s New Look
MICHELLE MATTHEWS Senior Vice President Purpose Built Communities
S. GORDON MOORE, JR. Executive Director Georgia Tech Center for Student Diversity and Inclusion
JAMAAL GREER Director, Posse Atlanta The Posse Foundation
ALAN FERGUSON SR President and Chief Executive Officer Atlanta Habitat for Humanity
CHE WATKINS Executive Director – Atlanta Braven
JULIUS CAVE Program Manager-Leading Men Fellowship Atlanta The Literacy Lab
GAVIN MCGUIRE Executive Director Grove Park Foundation
JAYBAILEY President and CEO Russell Innovation Center for Entrepreneurs
ATIBA MBIWAN Executive Director The Zeist Foundation
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LEADERSHIP PROFILES FRIDAY, JUNE 23 | 11AM - 1PM
SHALONDRA HENRY Interim Executive Director Moving In The Spirit
TIFFANY FRIESEN VicePresident of Programs & Partnerships Philanthropy Southeast
KWEKU FORSTALL Director, Atlanta Civic Site Annie E. Casey Foundation
DAVID MITCHELL CEO/Founder Better Outcomes for OUR Kids
BLYTHE K. ROBINSON CEO and President Sheltering Arms
OMOTAYO ALLI Executive Director Georgia Public Defender Council
MELISSA DAVIS Founding Director, Institute of Translational Genomic Medicine Morehouse School of Medicine
PHIL OLALEYE Executive Director Next Generation Men & Women
GEOFF STREAT Chief Operating Officer Usher’s New Look
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MODULE 1 OUR MAESTRO PULSE CHECK
OUR MAESTRO PULSE CHECK
Last month, we conducted a pulse check of our maestros to determine where they thought their leadership and high performing team building opportunities were most prominent.
Here’s what we found:
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OUR MAESTRO PULSE CHECK
Our maestro leader peer group is mostly clear on purpose – 7 out of 10 (Finding Your Forte – Phase 1), but only some have a strategy and plan and are currently executive it – 6. Peer Group Module to address this opportunity: Finding Your Forte: Phase 2 and 3 – Execution. Purpose Awareness and Execution Leader Pulse Check - On Avg 6.7 out of 10
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MODULE 1: FINDING YOUR FORTE
CORE LEADERSHIP MODULE
LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Leaders will have the opportunity to take their organization’s team through a similar experience and collectively bring those assets to bear on a current team challenge or impact opportunity.
Our Leader Peer Group will discover, affirmand explore their most optimizable assets including: ▪ Strengths ▪ Passions ▪ Motivations We will then determine how we can bring those assets to co-create solutions and impact in the synergy of our work.
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OUR MAESTRO PULSE CHECK
Team Engagement Leader Pulse Check - On Avg 6.1 out of 10
Our maestros are only moderately managing the demands, in sync with their organizations and have them bringing their best. Peer Group Module to address this opportunity: Gallup Q12 – Purpose and Engagement
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MODULE 1: ENGAGEMENT
CORE LEADERSHIP MODULE
PURPOSE AND ENGAGEMENT
19% ACTIVELY DISENGAGED
29% 52% ENGAGED NOT ENGAGED
Our Leader Peer Group will discuss and understand engagement and determine what they can do to best drive engagement with their team’s purpose.
Same boat, different engagement. Some drive it, some jump off it.
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MODULE 1: ENGAGEMENT LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Leaders will have the opportunity to assess their team’s level of engagement with recommendations on how to drive more.
ELEMENTS THAT DRIVE ENGAGMENT
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OUR MAESTRO PULSE CHECK
StrengthsFinder Leader Pulse Check - On Avg 6.5 out of 10
Pulse Check Observation: Our maestros are only moderately aware of our Strengths and even less so aware of their teams’ strengths. Peer Group Module to address this opportunity: Gallup StrengthsFinder
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MODULE: STRENGTHSFINDER CORE LEADERSHIP MODULE
LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Leaders will have the opportunity to take their organization’s team through StrengthsFinder and learn the balance of leadership domains on their team.
Our Leader Peer Group will discover / affirm their strengths and bring them to our mutual social impact missions.
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OUR MAESTRO PULSE CHECK
Team Dynamics and Dysfunctions Leader Pulse Check - On Avg 6.5 out of 10
Peer Group Module to address this opportunity: Five Dysfunctions of a Team
Pulse Check Observation: Our maestros may have team dynamics challenges in either trust, healthy conflict, accountability, commitment and results.
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MODULE: TEAM DYNAMICS CORE LEADERSHIP MODULE
LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Leaders will have the opportunity to take their organization’s team through Five Dysfunctions of a team and understand where their challenges and improvement opportunities are.
Our Leader Peer Group will collectively understand team dysfunctions and how leaders can shift them to be more productive.
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OUR MAESTRO PULSE CHECK
Placement and Recruiting Leader Pulse Check - On Avg 6.7 out of 10
Pulse Check Observation: Our maestros are moderate to good at keeping the right talent in their orchestras. Peer Group Module to address this opportunity: Placement on Purpose to source candidates’ who's forte aligns with what would be successful in the role.
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MODULE: PLACEMENT ON PURPOSE ASSESS HIGH PERFORMING TEAM
LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Take a close look at each team, recent additions and
departures and team engagement to make recommendations to
strengthen team composition and acquisition / development practices.
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OUR MAESTRO PULSE CHECK
Strategic Plan Leader Pulse Check - On Avg 6.2 out of 10
Pulse Check Observation: Our maestros and their organizations don’t all have strategic plans. Peer Group Module to address this opportunity: Strategic Articulation Map
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MODULE: STRATEGIC ARTICULATION DEVELOP / REFRESH STRATEGIC PLAN
LEADERSHIP / HIGH PERFORMING TEAM OPT-IN: Leaders will have the opportunity to take their organization’s team through strategic planning process while coached individually or in the peer group.
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WHAT’S YOUR GREATEST LEADERSHIP CHALLENGE AS A SOCIAL IMPACT LEADER IN ATLANTA?
As a leader?
With your team / organization?
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ATLANTA SOCIAL IMPACT LEADERS FINDING YOUR FORTE PEER GROUP
OUR PURPOSE
CONNECT – GROW – IMPACT To connect AND grow as social impact leaders and advance our missions while building high performing teams and impact on our missions, shared synergies and social and equity landscape.
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WHAT NEW CONNECTIONS HAVE YOU MADE?
FINDING YOUR FORTE PEER GROUP: SOCIAL IMPACT LEADERS
How it works: 8 Monthly modules (likely the third Friday of each month – Dates to be reviewed once leaders have opted in. Module Curriculum designed based on the Maestro Pulse Check Findings Design to be revisited once leaders have opted in and precipitated in experience co-design Today’s experience is Module 1 and an example of what you should expect Objectives will be to connect, grow and impact Investment is $2,500 per leader Each module will have OPT-IN options to take content for that month back to their organization at co-invested rate.
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Preliminary Module Agenda For Social Impact Leaders Peer Group DRAFT UNTIL PARTICIPANTS CONFIRMED. WILL BE REVISED TO ACCOMMODATE THEIR PREFERENCES AND NEEDS. SOCIAL IMPACT LEADERS IN NON-PROFIT AND PHILANTHROPY MODULE TOPIC AND FOCUS DATE (THIRD FRIDAY) (TENTATIVE)
OPT-IN TO TAKE BACK TO YOUR TEAM
MODULE 1 • Exemplary Leadership Practices - Inspire A Shared Vision • Powerful Partnering (Grantmakers and Non-Profits) for Social Impact in Atlanta • How Engagement Drives Retention and Social Impact Results MODULE 2 • Engagement: Getting and Keeping Our Team Fired Up for our Mission • Understanding What Drives Individual and Team Engagement and How to determine who is engaged and why / why not MODULE 3 • Your Strategic Plan: Do You Have One? Is It’s implementation in flight? Should you recalibrate? • Build your 2024 Operational Plan using your Strategic Plan • Finding VISION INTERSECTIONS AND SYNERGIES in Atlanta Social Impact Leaders and Organizations MODULE 4 • Tapping into Your Strengths and Leading from their Leadership Domain • Launching a Strengths Based Atlanta Social Impact Initiative
June 16 / 23
• Exemplary Leadership 360 Including Debrief Coaching Session • Exemplary Leadership for Leadership Team and/or Staff
July 21
• Lunch and Learn - Q12 Engagement Pulse Check • Leadership Coaching Session – Taking a Focused Look at your team engagement
August 18
• Review and advise coaching session on your current strategic plan • Facilitate working session to recalibrate • Develop strategic articulation map
September 22
• StrengthsFinder for your team – Lunch and Learn • StrengthsFinder Leadership Assessment and Coaching
October 20 November 17 December 15 January 19
Modules to be designed and developed based on participant preferences and needs.
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MODULE 1 OUR MAESTRO PULSE CHECK
“Leadership is the art of mobilizing others to want to struggle for shared aspirations.”
- Jim Kouzes and Barry Posner
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The Five Practices of Exemplary Leadership
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MODULE 1 INSPIRE A SHARED VISION
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
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Inspire a Shared Vision 6 Behaviors
1. Talks about future trends that will influence how our work gets done
3. Appeals to others to share dream of the future
5. Paints the “big picture” of what we aspireto accomplish
4. Shows others how their long-term interests can be realized by enlisting in a common vision
2. Describes a compelling image of what our future could be like
6. Speaks with genuine conviction about the higher meaning and purpose of our work
1 - Almost Never 2 - Rarely
3 - Seldom 4 - Once in a While
5 - Occasionally 6 - Sometimes
7 - Fairly Often 8 - Usually
9 - Very Frequently 10 - Almost Always
RESPONSE SCALE
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I Have a Dream
- Dr. Martin Luther King, Jr.
https://www.youtube.com/watch?v=fR-PReWhMGM
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VISION VS. OBJECTIVES
“I have a dream”
“I have a list of to-dos”
“I have a list of measurable objectives”
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“A vision is an ideal and unique image of the future for the common good ”
- Veronica Guerrero,
Winning Edge Research
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Shared Vision Building Blocks
Images and Word Pictures Metaphors Stories and Examples References to History Emotions Symbols
Ideal
Unique
Future Oriented
Common Good
Image
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Why Leadership Capability Matters to Social Impact Organizations
Grantee-funder partnerships start with a shared vision. A social impact leader’s success depends heavily on their ability to share vision and engage grant partners. o Grant makers get better non-profit partner relationships. o Non-profits get better funding. It’s a capability most leaders take for granted but many have substantial room for improvement. It’s not hard to develop and grow once you decide to be intentional about it.
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MODULE 1 COACHING PERSPECTIVES
Five Exemplary Leadership Practices: Inspire A Shared Vision
“Beauty and Brains”
o Thought Leadership o Be intentionally educational o Highlight intersectionalities
Lesley Grady
Consider the long game o Share updates (including mistakes!) Bring your whole self o Be honest and remain open and accessible o Make it personal Know your numbers
Chrysalis Lab is an Atlanta-based social impact consulting firm that helps courageous leaders co-create solutions that drive social change.
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BUILDING EFFECTIVE GRANTMAKER / NPO RELATIONSHIPS NONPROFITS Identify the shared impact: NPOs- look at grantmaker priorities
and ask: Are they aligned with my NPO mission? If so, how? Talking points: Do you have these highlighting data on # of services provided? # of clients? How is your NPO meeting local community needs? Unique value-add? Communicating identified NPO needs – not just more $$ Who else is in this space and how you differ and collaborate? Are we partnering with other NPOs to increase impact? Could I submit a joint grant app w/ an intersecting NPO for greater impact? How does your mission and staff impact equity? Program costs – Do you know your per pupil program cost?
Maria S. Azuri, LMSW Equitable Table
• Provide holistic nonprofit
organizational capacity building • Workshops & Trainings – from a hybrid clinical and practice
perspective that is developmentally oriented
Is your ego in check? Are you a courageous leader?
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BUILDING EFFECTIVE GRANTMAKER / NPO RELATIONSHIPS GRANTMAKERS What is the percentage of your total award- and amount of $$ going to diverse leaders – do you have this data? Is funding being provided equitably? Are you hosting grantee listening sessions? Grant application support sessions? Are you funding overhead expenses? Do you consider grantee staff mental wellbeing? Are you ensuring continued learning on issues of equity in philanthropy for your BOT/BOD? Are you a learning-forward team? How do you know? Is you team racially- and gender diverse? Do you use “expert/consultants” of diverse backgrounds at your foundation? Do you discuss current criticisms on philanthropy and check yourselves? organizational capacity building • Workshops & Trainings – from a hybrid clinical and practice perspective that is developmentally oriented Maria S. Azuri, LMSW Equitable Table • Provide holistic nonprofit
Is your ego in check? Are you a courageous leader?
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MODULE 1
POWERFUL PARTNERING FOR SOCIAL IMPACT IN ATLANTA
Powerful Partnering for Social Impact in Atlanta
Where is there an opportunity for philanthropy and non-profit to better fund impact? What are the barriers to moving money more freely?
How has philanthropy in Atlanta changed (or not) pre and post George Floyd and Covid? How does it need to change to help us advance equity, close gaps, promote nonprofit leader/organization healing? What shifts have you seen in Atlanta philanthropy over the past three years?
Who is and who is not being funded? What issues are being supported?
What challenges remain? What do you see for philanthropy’s future in Atlanta?
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MODULE 1 CHALLENGE THE PROCESS
Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.
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Challenge the Process 6 Behaviors
1. Seeks out challenging opportunities that test his/her own skills and abilities
5. Identifies measurable milestones that keep projects moving forward
3. Actively searches for innovative ways to improve what we do
2. Challenges people to try out new and innovative ways to do theirwork
4. Asks “What can we learn?” when things don’t go as expected
6. Takes initiative in anticipating and responding to change
1 - Almost Never 2 - Rarely
3 - Seldom 4 - Once in a While
5 - Occasionally 6 - Sometimes
7 - Fairly Often 8 - Usually
9 - Very Frequently 10 - Almost Always
RESPONSE SCALE
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What is Design Thinking?
A problem-solving framework that combines human-centered research, creativity, critical thought, and iterative prototyping.
Also known as human-centered design.
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Design Thinking Methodology
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Time to Innovate!
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MODULE 1 ENABLE OTHERS TO ACT
Foster collaboration bybuilding trust and facilitatingrelationships.
Strengthen others by increasing self-determination and developing competence.
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Enable Others to Act 6 Behaviors
1. Develops cooperative relationships among the people he/she workswith
5. Gives people a great deal of freedom and choice in deciding how to do their work
3. Treatspeople with dignity and respect
6. Ensures that people grow in their jobs by learning new skills and developing themselves
4. Involvespeople inthe decisions that directly impact their job performance
2. Actively listens to diverse points of view
1 - Almost Never 2 - Rarely
3 - Seldom 4 - Once in a While
5 - Occasionally 6 - Sometimes
7 - Fairly Often 8 - Usually
9 - Very Frequently 10 - Almost Always
RESPONSE SCALE
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Levels of Listening
There are three levels of listening.Levels of Listening is a simple tool tohelp you see where you are in terms of focusing and listening in various situations.
You hear words and sounds but you don’t really listen; instead you focus on what you want tosaynext or how the other person’s words relate to you
LEVEL 1:
LEVEL 2: You really try to understand what the other person issayingandsee thingsfrom their point of view
LEVEL 3: Deep, “sixth sense” listening that helps
you uncover what is most important to the person speaking and what is underneath the words he/she issaying
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Impactful Coaching
Goals
What do you want?
Reality
Will
Where are you now?
What will you do?
From Coaching for Performance, Sir John Whitmore, London: Nicholas Brealey Publishing, 1992
Options
What could you do?
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Coaching Conversation
Share your greatest leadership challenge
Have a conversation with a peer to work through the GROW model.
Capture the responses you hear
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MODULE 1 MODEL THE WAY
Clarify values by finding your voice and affirming shared values.
Set the example by aligning actions with shared values
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Model the Way 6 Behaviors
3. Follows through on promises and commitments he/she makes
5. Builds consensus
1. Sets a personal
around a common set of values for running our organization
example ofwhathe/ she expects of others
2. Makes certain that people adhere to the principles and standards that have been agreed upon
4. Asks for feedback on how his/ her actions affect other people’s performance
6. Is clear abouthis/ her philosophy of leadership
1 - Almost Never 2 - Rarely
3 - Seldom 4 - Once in a While
5 - Occasionally 6 - Sometimes
7 - Fairly Often 8 - Usually
9 - Very Frequently 10 - Almost Always
RESPONSE SCALE
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As a leader, you are always being watched…
“Don’t worry that [your team members] never listen to you; worry that they are always watching you.”
Robert Fulghum Author, most notably for the book, “All I Really Need to Know I learned in Kindergarten”
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Gaining and Keeping Your Credibility
Leadership = Credibility + Vision
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Qualities of a visionary leader.
1. Persistent. 2. Inspirational and magnetic. 3. Open-minded. 4. Innovative and imaginative. 5. Collaborative and communicative. 6. Goal-oriented and resolute. 7. Well-organized.
8. Responsible. 9. Enthusiastic. 10.Emotionally aware.
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1. Consider your role in the
roundtable discussion today.
2. Which visionary leader
qualities would you most like to embrace in how you show up?
3. What do others say they saw in how you showed up?
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