Broadening Civic
Involvement in Shaping
the Future
Presented to:
Southern Institute for Rural
Development
Fort Myers, Florida
September 8, 2003
Presented by:
Dr. David P. Mills, Director
JW Fanning Institute for Leadership
Session Topics
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Civic Involvement
Defining Leadership
The Importance of Leadership Development
Observations & Lessons Learned
Effective Models of Leadership Development
The Relationship between leadership
development, community development and
economic development.
• Analysis of Barriers to Civic Involvement & How
to Overcome Them
JW Fanning Institute for Leadership
What is Civic
Involvement?
JW Fanning Institute for Leadership
What is Leadership?
JW Fanning Institute for Leadership
Leadership Defined
Leadership is an influence relationship
among leaders and their collaborators
who intend real changes that reflect their
mutual purposes.
- Joseph Rost
JW Fanning Institute for Leadership
Leadership Defined
Leadership is helping others achieve
more than they ever thought they could.
- J.W. Fanning
JW Fanning Institute for Leadership
Why is leadership development
important?
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Complex problems and issues
Competing interests
Shrinking resources
Increased diversity
Constant change
Frustrated, angry and fearful citizenry
Leadership Development is an essential
component of successful & sustainable
development
JW Fanning Institute for Leadership
This We Believe About Leadership
• Everyone has leadership potential.
• No one person or group possesses all the necessary
knowledge, skills and experience required of leadership
today.
• Leadership should be dispersed throughout all segments of
our society.
• Leadership development is a on-going process to maximize
individual potential.
• With leadership training comes the responsibility for action.
• Leaders have a responsibility to nurture emerging leaders.
JW Fanning Institute for Leadership
Observations
• Many community leadership development efforts
are too focused on a single program or just
activities for leaders.
• Many community leadership programs have
become focused on recognized leaders and a
knowledge based curriculum.
• Community champions and skilled coordinators
are needed to sustain an effective community
leadership effort.
• Leadership program alumni are not being
utilized to there fullest potential
JW Fanning Institute for Leadership
JW Fanning Institute for Leadership
Observations
• Leadership development efforts need to be
comprehensive and coordinated.
– Broad based and inclusive
– Reach all levels
• Potential
• Emerging
• Recognized
• There is a need for programs that prepare
leaders for public service and civic engagement
are needed.
JW Fanning Institute for Leadership
Observations
• We know a lot about how leadership programs
impact individuals, we know less about how
leadership programs impact communities and
organizations (W.K. Kellogg Foundation, 2002)
• Regarding individual outcomes, we know more
about the skills learned, knowledge gained and
changes in perception of participants than we
know about the mastery of leadership and the
process of developing as a leader (W.K. Kellogg
Foundation, 2002).
JW Fanning Institute for Leadership
Model for Effective Community
Leadership Programming
Mastery
of
Action
The Leadership Challenge
JW Fanning Institute for Leadership
Leadership Programs are Effective
When...
Something To Do
Life-Changing
JW Fanning Institute for Leadership
How is Leadership
Development Related to
Community and Economic
Development
JW Fanning Institute for Leadership
Essential Components of Development
Economic
Development
The Development Challenge
JW Fanning Institute for Leadership
Adult Community Leadership Program Activity
Inactive
Idle
Improving
Active
Sustained
Improving
Sustained
Inactive
Active
Idle
JW Fanning Institute for Leadership
Economic Vitality Index
Composite Economic Conditions
Dade
Catoosa
Whitfield
Walker
Fannin
Polk
Paulding
Dawson
Forsyth
Lumpkin
Dawson
Fulton
Carroll
Rockdale
Clayton
Coweta
Cherokee Heard Forsyth
Meriwether
Troup
Pike
Harris
Chattahoochee
DeKalb
Elbert Burke
Jenkins
Johnson
Oglethorpe
Oconee
Bleckley
Declining Rural
Jefferson
Wilkinson
Laurens
Houston
Walton
Macon
Richmond
Glascock
Washington
Twiggs
Peach
Lagging Rural
Hart Columbia
McDuffie
Madison
Clarke
Crawford
Marion
Baldwin
Jones
Barrow Bibb
Taylor
Muscogee
Jackson
Monroe
Hancock
Existing-Emerging Growth Centers
Lincoln
Greene
Putnam
Jasper
Butts
Lamar
Gwinnett
Talbot
Wilkes
Warren
Spalding
Upson
Cobb
Developing
Taliaferro
Franklin
Morgan
Banks
Newton
Henry
Hall
Fayette
Oconee
Walton
DeKalb
Douglas
Rapidly Developing
Hart
Jackson
Madison
Elbert
White Habersham
Barrow
Clarke
Gwinnett
Stephens
Oglethorpe
Cobb
Haralson
Franklin
Banks
Hall
Cherokee
Bartow
Rabun
Stephens
Habersham
Lumpkin
Pickens
Union
Gordon
Floyd
Pickens
Towns White
Legend
Rabun
Union
Gilmer
Chattooga
Gilmer
Towns
Fannin
Murray
Persistent Poverty
Screven
Emanuel
Candler
Wilkes
Treutlen
Bulloch
Lincoln
Effingham
Indicators Used
Total Average Wage Growth - 3 year average (1998-2000)
Total Employment Growth - 3 year average (1998-2000)
Wheeler
StewartRockdale
Tattnall
Webster
Sumter
Chatham
Bryan
Morgan
Wilcox
Total Population Growth - 3 year average (1998-2000)
Greene
Telfair
Taliaferro
Crisp
Columbia
ClaytonQuitman
Newton
Liberty
Total Unemployment - 3 year average (1998-2000)
Jeff Davis
Terrell
Randolph
Lee
Appling
Ben Hill
LongMcDuffie
Turner
Henry
Per Capita Income - 3 year average (1998-2000)
Clay
Fayette
Warren
Irwin
Worth
Wayne
Coffee
Richmond
Bacon
Calhoun
Dougherty
McIntosh
Poverty Rate, 1999
Tift Putnam
Jasper
Butts
Pierce
Hancock
SpaldingEarly
Baker
Atkinson
Berrien
Glascock
Glynn
Mitchell
Fulton
Schley
Dooly
Miller
her
Pike
Pulaski
Colquitt
Brantley
Ware
Lanier
Thomas
Brooks
Jones
Evans
Toombs
Cook
Seminole
Lamar Decatur Grady
Monroe
Montgomery
Dodge
Baldwin
Clinch
Lowndes
Echols
Camden
Charlton
Washington
Upson
Bibb
Talbot
Crawford
Wilkinson
Twiggs
Johnson
Jefferson
Georgia
Rural Development Council
Burke
Rural Development Division, DCA
Data prepared by: The University of Georgia,
Business Outreach Services / Small Business
JenkinsCenter and
Development
Georgia Institute for Technology,
Screven
Center for Economic Development Services.
JW Fanning Institute for Leadership
Relationship of Community Leadership
Development to Economic Vitality
JW Fanning Institute for Leadership
Persistent Poverty in Georgia
Towns
Catoosa
DadeWalker WhitfieldMurray
Fannin Union
Gilmer
Lumpkin
Gordon
White
Habersham
Stephens
Pickens Dawson
Chattooga
Floyd
Banks
Hall
Bartow
Rabun
Cherokee
Franklin
Forsyth
Madison
Jackson
Polk
Paulding
Cobb
Fulton
Haralson
Gwinnett
Douglas
Elbert
Barrow
Clarke
Oglethorpe
Oconee
DeKalb
Hart
Walton
Wilkes Lincoln
Rockdale
Morgan
Greene Taliaferro
Newton
Columbia
ClaytonHenry
McDuffie
Warren
Fayette
Richmond
Coweta
Putnam
Butts Jasper
Spalding
Hancock
Glascock
Carroll
Heard
Troup
Meriwether
Pike Lamar
Monroe
Upson
Harris
Baldwin
Jones
Bibb
Talbot
Wilkinson
Crawford
Taylor
Muscogee
Peach
Houston
Emanuel
Laurens
Pulaski
Dodge
Clay
Dougherty
Chatham
Telfair
Ben Hill
Turner
Irwin
Worth
Long
Appling
Coffee
McIntosh
Pierce
Baker
Miller
Liberty
Wayne
Bacon
Tift
Early
Bryan
Tattnall
Jeff Davis
Lee
Effingham
Evans
Toombs
Wheeler
Crisp
Randolph Terrell
Bulloch
Montgomery
Wilcox
Calhoun
Candler
Treutlen
Sumter
Quitman
Screven
Johnson
Bleckley
Dooly
Stewart Webster
Jenkins
Twiggs
Marion
Macon
Chattahoochee
Schley
Burke
Jefferson
Washington
Mitchell
Colquitt
Berrien
Cook
Atkinson
Glynn
Ware
Brantley
Lanier
Seminole
D ecatur
Grady
Thomas
Brooks Lowndes
Clinch
Charlton
Camden
Echols
JW Fanning Institute for Leadership
Relationship of Community Leadership
Development to Poverty
JW Fanning Institute for Leadership
Community-Based Leadership
and Civic Engagement in the
South
2003 Conference of the Southern
Consortium of University-Based Public
Service Organizations*
&
2003 Southern Growth Policies Board
Report on the Future of the South
PowerPoint Presentation by Linda Hoke,
Senior Program Manager, Southern Growth Policies Board
JW Fanning Institute for Leadership
Voices from around the South
– Over 75 leadership development
professionals participated in a two day
retreat in Research Triangle Park to
brainstorm on the subject of leadership
and civic engagement.
– Over 250 community leaders
participated in focus group discussions
in eight Southern states
– Over 325 respondents to an on-line
survey
JW Fanning Institute for Leadership
Two Key Messages:
We Need:
1) More people involved, including
those from under-represented
groups
2) Better-prepared leaders
JW Fanning Institute for Leadership
Why?
• Rapid change and the increasing
complexity of community problems
• Economic change has impacted traditional
sources of leadership
• Changing demographics
• Growing importance of regions
• Eroding trust in leaders
• Recognition of links between social capital
and economic development
JW Fanning Institute for Leadership
Leadership is number one
in our campaign to grow
states in the South.
Everything else is number
two.
--Governor Ronnie Musgrove
Chairman, Southern Growth Policies
Board
JW Fanning Institute for Leadership
New Goal Adopted by the
Southern Growth Policies
Board
“Build the Civic Capacity of Southern
communities to respond to emerging
opportunities and challenges with new
models of leadership engagement and
social capital.”
JW Fanning Institute for Leadership
Two New Objectives Adopted by
the Southern Growth Policies
Board
• Objective One – Build a broader base of people
willing and prepared to assume leadership roles
in Southern Communities, including those from
traditionally underrepresented populations.
• Objective Two – Develop courageous,
accountable leaders who are guided by ethics,
informed by knowledge or economic and cultural
change and insistent upon inclusive approaches
to community action.
JW Fanning Institute for Leadership
Discussion
JW Fanning Institute for Leadership
Barriers To Developing More
Leaders
• Apathy and cynicism.
• People feeling out of the loop.
• Lack of knowledge concerning community
issues and how to get involved.
• Racial and cultural barriers.
• The risks of being a leader.
• Fear of change or reluctance of current
leaders to share power.
JW Fanning Institute for Leadership
Potential Actions for
Developing More Leaders
• Take stock of the Leadership resources in your
community.
• Unite people around a shared vision.
• Ask people to get involved and provide
information on how to get involved.
• Provide safe places for people to talk about
issues.
• Get the business community involved.
• Communicate benefits of diversity and target
youth, minorities and immigrants.
JW Fanning Institute for Leadership
Barriers To Developing
Better-Prepared Leaders
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Fear of change and inertia
“Silo” Mentality
“Scoff” factor and cynicism
Vested interests in the status quo
The political system
Parochialism
The lack of benchmarks to measure quality and
progress of good leadership practices.
JW Fanning Institute for Leadership
What Better Prepared Means
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Ethical
Visionary
Courageous
Energetic
Representative
Innovative
Inclusive
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Motivational
Collaborative
Always Learning
Culturally Sensitive
Regional in
Perspective
JW Fanning Institute for Leadership
Common Misconceptions
about Leadership Programming
“We’ve been there and done that.”
“We already have a leadership program; we don’t need another.”
“We’ve trained all the leaders in this county.”
“We can’t do anything with leadership training because the ‘powers that
be’ won’t let us.”
“We can’t afford a leadership development program.”
JW Fanning Institute for Leadership
Potential Actions for Developing
Better Leaders
• Articulate standards and benchmarks for quality
leadership.
• Champion transformative leadership practices.
• Establish a Southern Leadership Network
• Celebrate good leaders
• Eliminate the leader-citizen gap
• Provide incentives for better leadership
• Promote continuing education for existing leaders.
• Promote mentoring.
• Start early and focus on youth.
JW Fanning Institute for Leadership
To make leadership development
work, your community needs...
• A local champion(s)/sponsoring
organization(s)
• Broad base of community support
• Openness to leadership development as a
strategy to improve economic & social wellbeing
• Recognition that solutions to local issues
may extend beyond county lines
• A strong steering/advisory committee
JW Fanning Institute for Leadership
What Are the Initial Steps ?
• Secure Local Commitment
• Convene a small core of interested people
• Form a Leadership Program Advisory
Committee
JW Fanning Institute for Leadership
Questions & Comments
JW Fanning Institute for Leadership
We live in a time of great change,
of crisis, and challenge a time which demands leaders
who see a relationship to the broader community,
who seek the common good, and
who desire to make a positive difference.
-Lilly Endowment Trusteeship Project
JW Fanning Institute for Leadership