Thanks Heather for such a succinct presentation of impact points for social movements. Bravo to you and LVS for presenting this important framework. Please keep us posted about how these social justice leaders continue to influence change.
Hi Heather. Thank you for writing about this important work. I’ve skimmed through the (170-page) report and learned a lot. I’m glad that funders are starting to invest more on developing leaders, especially leaders of color. I’ve been working on the same vein with an organization called Rainier Valley Corps (RVC, rainiervalleycorps.org), which is trying to bring more immigrant/refugee leaders into the field in the first place. For many emerging leaders, their cultures do not encourage them to pursue this line or work, and the rare ones who do enter can find it very frustrating, with the lack of support. RVC recruits a cohort of leaders each year, trains them, place them to work full-time at ethnic-led nonprofits, and hope that they remain in the field and gradually becoming EDs. Unfortunately, great programs like Pioneers in Justice sometimes run into difficulty of finding EDs of color to train, since there are few pipelines to get people to be EDs in the first place. I hope that funders will start thinking about not just training existing leaders, but to cultivate new leaders simultaneously.
Hi Heather…interesting post, lots of great insights. You might find helpful some more thinking about “what makes a network”...as opposed to a community in building a movement. See my recent post on HBR…
Thanks, Heather, for your post and your thoughtful and thorough case study of the LSF’s Pioneers in Justice initiative. I am very impressed with how much LSF and its Pioneers accomplished in three short years, and the courage and sophistication of energy that went into it. Making rapid progress in peer-to-peer learning and collaboration is clearly a high priority throughout the economy, and is essential for those of us interested in social equity and organizing for effective action.
In that regard, one sentence in your study jumped out at me, begging for further attention: “While the Pioneers have learned about network mapping, they haven’t used it as an evaluation tool in this program.” The map of an individual, organization or community’s social relationships is rapidly emerging as the only meaningful “organizational chart” for a networked enterprise – social or commercial. It is full of rich information about what might be possible and how to go about achieving it. Having a way for the Pioneers to analyze the maps of their combined social networks, and those of their employees and supporters, would be a powerful strategic tool. Evaluation is the least of its uses.
Of course, a key barrier is that our social media platforms are currently all captured and controlled for commercial purposes (mostly advertising), and are not fully trustworthy for the kinds of information most valuable in social change initiatives.
What is needed is social media infrastructure that is owned and protected by the network of Pioneers themselves. It seems to be a necessary next step. And a foundation based in the Bay Area may be well situated to explore those possibilities.
I’m so happy to see what I have been calling “old school” versus “new school” so eloquently defined. If only more Boomers in leadership roles would take advantage of the “bridging” role that Gen Exers can play in creating powerful, multi-generational teams!
COMMENTS
BY Joy Burkhard
ON September 4, 2014 08:16 PM
Thanks Heather for such a succinct presentation of impact points for social movements. Bravo to you and LVS for presenting this important framework. Please keep us posted about how these social justice leaders continue to influence change.
BY Vu Le
ON September 5, 2014 03:53 PM
Hi Heather. Thank you for writing about this important work. I’ve skimmed through the (170-page) report and learned a lot. I’m glad that funders are starting to invest more on developing leaders, especially leaders of color. I’ve been working on the same vein with an organization called Rainier Valley Corps (RVC, rainiervalleycorps.org), which is trying to bring more immigrant/refugee leaders into the field in the first place. For many emerging leaders, their cultures do not encourage them to pursue this line or work, and the rare ones who do enter can find it very frustrating, with the lack of support. RVC recruits a cohort of leaders each year, trains them, place them to work full-time at ethnic-led nonprofits, and hope that they remain in the field and gradually becoming EDs. Unfortunately, great programs like Pioneers in Justice sometimes run into difficulty of finding EDs of color to train, since there are few pipelines to get people to be EDs in the first place. I hope that funders will start thinking about not just training existing leaders, but to cultivate new leaders simultaneously.
Vu
nonprofitwithballs.com
BY Nelson T. Enojo
ON September 12, 2014 08:07 AM
So inspiring! Thank you Heather. It’s time to hit the reset button and get my hands dirty.
BY Brook Manville
ON September 17, 2014 08:31 AM
Hi Heather…interesting post, lots of great insights. You might find helpful some more thinking about “what makes a network”...as opposed to a community in building a movement. See my recent post on HBR…
http://blogs.hbr.org/2014/09/you-need-a-community-not-a-network/
BY Joel Getzendanner
ON September 22, 2014 12:38 PM
Thanks, Heather, for your post and your thoughtful and thorough case study of the LSF’s Pioneers in Justice initiative. I am very impressed with how much LSF and its Pioneers accomplished in three short years, and the courage and sophistication of energy that went into it. Making rapid progress in peer-to-peer learning and collaboration is clearly a high priority throughout the economy, and is essential for those of us interested in social equity and organizing for effective action.
In that regard, one sentence in your study jumped out at me, begging for further attention: “While the Pioneers have learned about network mapping, they haven’t used it as an evaluation tool in this program.” The map of an individual, organization or community’s social relationships is rapidly emerging as the only meaningful “organizational chart” for a networked enterprise – social or commercial. It is full of rich information about what might be possible and how to go about achieving it. Having a way for the Pioneers to analyze the maps of their combined social networks, and those of their employees and supporters, would be a powerful strategic tool. Evaluation is the least of its uses.
Of course, a key barrier is that our social media platforms are currently all captured and controlled for commercial purposes (mostly advertising), and are not fully trustworthy for the kinds of information most valuable in social change initiatives.
What is needed is social media infrastructure that is owned and protected by the network of Pioneers themselves. It seems to be a necessary next step. And a foundation based in the Bay Area may be well situated to explore those possibilities.
BY Karen Bluestone
ON September 23, 2014 01:50 PM
I’m so happy to see what I have been calling “old school” versus “new school” so eloquently defined. If only more Boomers in leadership roles would take advantage of the “bridging” role that Gen Exers can play in creating powerful, multi-generational teams!
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