Innovating Leadership: Co-Creating Our Future - Archive

S3-Ep18: Is There Such A Thing As A ’Level 5’/Teal Organization?

Guest: Terri O'Fallon
In complex adaptive systems, those required to meet many of the challenges we currently face, leaders and organizations need to co-evolve to ensure their ability to respond to the opportunities and challenges. During this conversation, Terri and Maureen explore how individuals and organizations evolve. It starts with the question of how individuals "grow up" as leaders. They then map this same framework to explore how organizations evolve. Terri presents a brief overview of the STAGES model, using it to frame to conversation about how a developmental model can be used to better understand the idea of organizational evolution. This is particularly useful when individuals use the developmental tools they employ for their own development to help the organization mature. While this sounds like even more work for busy leaders, this is the focus that enables them to create systems that are truly adaptive.
 
Level Five “Strategist” Leadership for Complex Adaptive Groups
This blog is a companion to the interview with Terri O’Fallon. What is A Level 5 / Teal Organization? Terri O’Fallon, PhD, wrote this post.
The world is a complex place. We are connected and interconnected in ways from which we can no longer retreat with the Internet, and the contemporary ways make us visible to every pair of eyes that look our way. So, how do we lead in this interconnected atmosphere that is changing so quickly? When we are continually connected to the internet, how can we know that any fact in the sea of information we swim in daily is true?
In today’s climate, much truth can come from within you, the leader, by knowing how to engage with the complex, adaptable contexts we live in daily.
Four strategies support building working environments and systems that can improve a leader’s effectiveness and efficiency as a leader in a complex adaptive team or organization. These four strategies come out of the research from the STAGES developmental model, which was derived by integrating developmental approaches related to 1. our individual beliefs and values, 2. our individual action orientation, 3. the norms and culture of the team or organization and 4. the structural and systemic elements. Using these strategies will not only help leaders achieve their goals but will make work a pleasure.
Support the developmental growth of the people in your organization.
We grow and develop all our lives. However, growth isn’t like climbing stairs to the top. Developmental maturity is more like blowing up a balloon. As a result, one grows and matures in wisdom, intelligence, compassion, relationships, and skills, one breath at a time. Becoming familiar with these well-documented stages of growth is an important window into the worldviews and beliefs of individuals and how those views shape your organization. Promoting developmental change and understanding how transformation occurs can shatter a hidden glass ceiling that could stunt the growth of people in your organization who are constrained by current organizational limitations.
Embed goals in ethical principles that you will not sidestep.
Goals are useful targets, but they do not inherently have virtuous results. Part of success is adapting to any goal or target as new landscapes come into view. Adapting goals quickly to changing conditions can inhibit unintentional negative side effects to keep them alive and operable without adapting. Developing a set of principles that guide your adaptations can keep your revisions within ethical boundaries and enhance the results you want to achieve in the world. For example, if your principle is transparency, you would know immediately if you were hesitant to be forthright about an alteration of a process in action, and upon examination, you might discover unconscious underlying reasons for your hesitation in being transparent. Whatever the principles are, they can mold and shape goals and dictate how they are reached as they adapt to changing contexts. By deciding up front a set of principles you will not go outside of, you can quickly make decisions about any variations in your aims and be less apt to cause unintentional harm to others, society, and the bottom line.
Experiment with small changes and then try them on yourself.
A strategist (level five) leader can stand back and see the systems s/he is working with and the organizational environment. This kind of leader can evaluate the weak links in the system and strengthen those places, often in collaboration with others. If the adaptation works, you will see positive change in those who work in the organization, and one way you can know that your change is appropriate is if it grows you and others. You can experience this by stepping back into the system you have adapted and noticing how you experience the change as it applies to you personally and, through that lens, how it applies to others.
Work with individual and collective shadow issues.
This is one of the most challenging parts of being a strategist (level five) leader, as tested by STAGES. At strategist (level five), people are willing to take personal risks in updating their perceptions and behaviors and in addressing organizational inconsistencies. The obvious one at this level is seeing your projections (getting frustrated by others who have qualities you don’t recognize or acknowledge in yourself). You will know if you are projecting if you catch yourself judging someone or assuming something about someone, and after you reflect at the end of the day on these judgments and assumptions, you may begin to see patterns of behavior in yourself that bother you in others. It helps to write them down and provides a tool to evaluate what you judge in others and yourself.
The truth is that we can’t judge what is in others unless we also have that experience somewhere inside ourselves. For example, when driving and someone cuts you off, you may find yourself extremely angry. If you can see your projection, you might ask yourself, “Have I ever cut someone off in traffic?” Projecting our judgments is common, and we are usually unaware that we also own the same qualities we find annoying in others.
Identifying projections is very important because, in organizations, we may find fault with others for things we are doing. By identifying the projection, we can address our disruptive behavior and change our relationship with others. After we have addressed our behavior, we can invite others to do the same.
This approach helps you as a leader find both the challenging and positive capacities in yourself that you don’t see and helps you see how much you are like others you judge or criticize. This understanding alone can help resolve tense situations that inevitably arise.
These projections permeate most groups or organizations (collectives) . There will frequently be times when there are self-righteous and indignant accusations among people working together, between departments, and between organizations. Over time, unconscious collective agreements become organizational habits that can inhibit creativity and honesty and lead to ineffectiveness. Collective examination and identification of these unconscious and often limiting habits can improve effectiveness and benefit the whole organization and, potentially, innovation.
These projections are like putting a rubber band around a tree and then around your waist. You can stretch that rubber band only so far, and it will eventually halt or slow progress—or worse, snap and throw you back.
We use the STAGES matrix to identify these hidden areas, to find the specific areas that need attention, and to create interventions that are effectively and efficiently targeted for healthy adaptive change.
To learn more about the StAGES model and Terri’s work, visit Terri’s website, Developmental Life Design.
 
About the Author
Terri O’Fallon, PhD has focused the last 23 years as an applied researcher, Terri O’Fallon’s focus over two decades has been on “Learning and change in Human Systems”. She has worked with hundreds of leaders studying interventions that most result in developing leaders who can effectively implement change. She has a PhD in Integral Studies from the California Institute of Integral Studies.
Terri is also the co-founder of two organizations. She and Kim Barta have created Developmental Life Design, an organization that focuses on how the STAGES (developmental) model can support insight into our growth as people, leaders, guides, and coaches and the impact these insights have on our influence in human collectives.
She also partners with Geoff Fitch and Pacific Integral, using the STAGES model to develop collective insight and developmental growth experiments.

S3-Ep17: Building Leadership Self-Awareness Using Type

Guest: Belinda Gore
Part of the challenge in building innovative leadership is learning to become more introspective and how to put that introspective knowledge into practice. Looking inside yourself—examining the very makeup of your inner world—enables you to function in a highly grounded way, rather than operating from reactive habits and biases that simply lead to more uninformed or unconscious decision making. One way to observe this is by examining qualities intrinsic to your inner being, described as types, which reflect the basic makeup of your personality. The Leader Personality Type plays a critical role in how you see the organization and also how you provide guidance. It is an essential foundation of your personal makeup and greatly shapes your leadership effectiveness. During this interview, Belinda and Maureen will discuss how to use the Enneagram to prepare leaders to improve their self-awareness AND their leadership effectiveness.
 
Part 1: Leveraging Personality Type to Improve Leadership Effectiveness
This guest blog was written as a companion to the podcast with Belinda Gore, Building Leadership Self-Awareness Using Personality Type. In the interview and the blog, Belinda explores how she uses the Enneagram to help leaders build the self-awareness that enables them to perform effectively.
This post contains some excerpts from the Innovative Leadership Fieldbook by Maureen Metcalf and contributing author Belinda Gore.
Let’s start with the example of Ken, an experienced leader who was making a job change. He realized he was navigating uncharted territory and would no longer be working with the team he knew well and trusted. He would work with new people who didn’t know who he was or how he worked. Because starting a new job is stressful, he must also know his patterns and signs of stress. To help him manage this transition, he revisited his personality assessment to refresh his memory on navigating his stress and understanding his new team better. He found this tool very useful in the past and expected it would be equally valuable as he stepped into a high-visibility role.
When the 65 members of the Advisory Council for the Stanford Graduate School of Business were polled several years ago on the topic of what is most important to include in the school’s curriculum, there was an overwhelming agreement that the most important thing business school graduates needed to learn was self-awareness and the resulting ability to reduce denial in their perceptions of themselves and their actions.  Pretty impressive.  All the tools of the MBA trade—forecasting, strategic planning, financial analysis, among many, many others—were determined to be LESS important than learning self-awareness skills and the ability to reduce denial. This speaks to the emerging recognition that we highlight in Innovative Leadership:  Leaders can derail the most progressive initiatives toward an organization’s sustainable success through their personality quirks and biases.
The name “Enneagram” derives from the Greek for nine (ennea) and a figure (grama). Hence, the Enneagram symbol of a circle with nine equidistant points around the circumference.  The symbol itself is ancient. Using the symbol as a map, we can describe patterns of personality and highly effective pathways for personal change.  In my experience using the Enneagram system as a psychologist and leadership coach over the past twenty-three years, I find it more robust than any other system I have encountered. Many organizations are familiar with DISC, MBTI, Strengths Finder, and other systems, and training in these models has given employees at every level of organizations a foundation in models for self-awareness. I have found leaders at every level able to readily learn the richer and more versatile information the Enneagram offers.
The following section describes the enneagram types.
Type 1—Reformer: The Rational, Idealistic Type
I am a principled, idealistic type. I am conscientious and ethical and have a strong sense of right and wrong behavior. I can be a teacher, crusader, and advocate for change, always striving to improve things but sometimes afraid of making mistakes. Well-organized, orderly, and fastidious, I try to maintain high standards but can slip into being critical and perfectionistic. I typically have problems with resentment and impatience.
At My Best: I am wise, discerning, realistic, and noble. I can be morally heroic.
Type 2—Helper: The Caring, Interpersonal Type
I am a caring, interpersonal type. I am empathetic, sincere, and warm-hearted. I am friendly, generous, and self-sacrificing, but I can also be sentimental, flattering, and people-pleasing. I am well-meaning and driven to be close to others, but I can slip into doing things for others ' needs. I typically have problems with possessiveness and with acknowledging my own needs.
At My Best: I am unselfish and altruistic and have unconditional love for others.
Type 3—Achiever: The Success-Oriented, Pragmatic Type
I am an adaptable, success-oriented type. I am self-assured, attractive, and charming. Ambitious, competent, and energetic, I can also be status-conscious and highly driven for advancement. I am diplomatic and poised, but I can also be overly concerned with my image and what others think of me. I typically have problems with being overfocused on work and competitiveness.
At My Best: I am self-accepting, authentic, and a role model who inspires others.
Type 4—Individualist: The Sensitive, Withdrawn Type
I am an introspective, romantic type. I am self-aware, sensitive, and reserved. I am emotionally honest, creative, and personal, but I can also be moody and self-conscious. Withholding myself from others due to feeling vulnerable, I can also feel scornful and exempt from ordinary ways of living. I typically have problems with melancholy, self-indulgence, and self-pity.
At My Best: I am inspired and highly creative and can renew myself and transform my experiences.
Type 5—Investigator: The Intense, Cerebral Type
I am a perceptive, cerebral type. I am alert, insightful, and curious. I can concentrate and focus on developing complex ideas and skills. Independent, innovative, and inventive, I can also become preoccupied with my thoughts and imaginary constructs. I can be detached yet high-strung and intense. I typically have problems with eccentricity, nihilism, and isolation.
At My Best: I am a visionary pioneer, often ahead of my time, and able to see the world in an entirely new way.
Type 6—Loyalist: The Committed, Security-Oriented Type
I am reliable, hardworking, responsible, security-oriented, and trustworthy. I am an excellent troubleshooter and can foresee problems and foster cooperation, but I can also become defensive, evasive, and anxious, running on stress while complaining about it. I can be cautious, indecisive, but also reactive, defiant, and rebellious. I typically have problems with self-doubt and suspicion.
At My Best: I am internally stable and self-reliant, courageously championing myself and others.
Type Seven—Enthusiast: The Busy, Fun-Loving Type
I am a busy, outgoing, productive type. I am extroverted, optimistic, versatile, and spontaneous. I can also misapply many talents, being playful, high-spirited, and practical, becoming over-extended, scattered, and undisciplined. I constantly seek new and exciting experiences but can become distracted and exhausted by staying on the go. I typically have problems with impatience and impulsiveness.
At My Best: I focus my talents on worthwhile goals, becoming appreciative, joyous, and satisfied.
Type Eight—Challenger: The Powerful, Dominating Type
I am powerful, aggressive, self-confident, strong, and assertive. Protective, resourceful, straight-talking, and decisive, I can also be egocentric and domineering. I must control my environment, especially people who sometimes become confrontational and intimidating. I typically have problems with my temper and allowing myself to be vulnerable.
At My Best: I am self-mastering, and I use my strength to improve others’ lives, becoming heroic, magnanimous, and inspiring.
Type Nine—Peacemaker: The Easygoing, Self-effacing Type
I am accepting, trusting, easygoing, and stable. I am usually grounded, supportive, and often creative, but I can also be too willing to go along with others to keep the peace. I want everything to go smoothly and be without conflict, but I can also tend to be complacent and emotionally distant, simplifying problems and ignoring anything upsetting. I typically have problems with inertia and stubbornness.
At My Best: I am indomitable, all-embracing, and able to bring people together to heal conflicts.
One advantage of the Enneagram is that it is organic. The nine personality styles are formed through characteristic ways of balancing the three primary centers of intelligence in the human body. While we typically think of the brain as the center of intelligence, advances in neuroanatomy have demonstrated that there is also a complex system of nerves in the solar plexus region that forms the center of body intelligence and a third complex system of nerves in the center of the chest, known as the heart center of intelligence.  These three centers are aligned with the three major parts of the brain:  the belly center is aligned with the reptilian brain stem, responsible for instinctual behavior and home of the autonomic nervous system that controls arousal and relaxation;  the heart center is aligned with the mid-brain where we encounter the mechanism for fundamental emotion as well as mirror neurons and limbic resonance that account for our capacity for empathy; and the head center is aligned with the cerebral cortex, which includes the analytical and logical left lobe as well as the holistic and intuitive right lobe.
The key to identifying a person’s core Enneagram type is to look beyond behavior to the factors motivating that behavior. Through awareness of motivation, we can predict how leaders and organizations sabotage their best efforts and find the line of least resistance toward getting back on track.
By harnessing the capacity to see your leader type and conditioning objectively and nonjudgmentally, you can foster better insight into your own experience without the strained effort that can stem from self-bias. You discover that the unique patterns that shape each type are genuine and natural and generally do not change much over time. In the most basic way, they reflect who you are most innately.  The goal with the leader type is to build self-awareness and leverage strengths, not try to change who you are. Understanding the natural conditioning of the leader type is a crucial stage in developing leadership effectiveness and comprehensive innovation within the organization.
A recommended resource for identifying your own Enneagram personality type is to take an online questionnaire.
 
Part 2: Organizations Have Personality Types: How Do You Fit?
This guest blog was written as a companion to the podcast with Belinda Gore, Building Leadership Self-Awareness Using Personality Type. In the interview and the blog, Belinda explores how she uses the Enneagram to help leaders build the self-awareness that enables them to perform effectively. 
As a reminder from a prior post, when the 65-member Advisory Council for the Stanford Graduate School of Business was polled several years ago on the topic of what is most important to include in the school’s curriculum, there was overwhelming agreement that the most important thing business school graduates needed to learn was self-awareness and the resulting ability to reduce denial in their perceptions of themselves and their actions. Pretty impressive. This speaks to the emerging recognition that we highlight in Innovative Leadership: leaders can derail the most progressive initiatives toward an organization’s sustainable success through their personality quirks and biases.
In my experience using the Enneagram system as a psychologist and a leadership coach over the past twenty-three years, I find the Enneagram to be more robust than any other system I have encountered. Many organizations are familiar with DISC, MBTI, Social Styles, and other systems, and training in these models has given employees at every level of the organization a foundation in models for self-awareness. I have found leaders at every level able to learn the rich and versatile information the Enneagram offers readily.
Just as leaders have “personalities,” so do organizations. This is just another way to think about the organizational culture, the mission or role the organization seeks to fulfill, the favored strategies for accomplishing goals, the behaviors that are rewarded and those that are not, and the subtle hiring filters that tend to screen out people who do not fit. The senior leaders of the organization may or may not reflect the culture. It is immensely valuable for leaders to determine their organization’s personality type to harness the natural strengths of that pattern and avoid the embedded tendencies that create problems. Leaders are likely to have a strong influence on the development of organizational culture, but without clear awareness, they may not realize how the leader and the group are aligned and how they sometimes work in opposition.
For example, a mid-size utility company instituted leadership development training based on the Enneagram. In assessing several hundred people within the company, it became clear that the organization has a Type Six culture of loyalty. The Type Six pattern is reflected in the company’s mission to provide reliable and affordable gas and electric energy to their customers and to promote safety for their employees in power plants and distribution. Loyalty is highly valued within the company; many employees have worked there for twenty years or more. Attention is paid to identifying potential problems and working out solutions before they occur; when there is a power outage due to weather conditions, there is an expectation that the entire workforce will be available to provide support until the situation is resolved. In some Enneagram training groups of individual contributors, up to 50% of the employees determined for themselves—using an assessment tool along with classroom training and guided group discussion—to have a Type Six personality. Among mid-level managers, that percentage drops to around 35%, and in the top group of senior leaders, less than 10% assess themselves as having a Type Six personality pattern.
This is not unusual. Why? Because leaders in the C-suites, those who have risen to the top leadership levels, are not equally distributed around the Enneagram circle but tend to cluster in another sub-grouping.
As a leader, you must understand your type to build awareness of your predispositions. It is also important to understand the organization’s type to understand better how you fit within it. Understanding your type will lead you to the following questions:
Is your style a natural fit with that of the majority?
What gifts do you bring because of your similarities?
What blind spots exist if too many people share the same personality type?
If you have a different type, how do your predispositions fill gaps?
How do you manage your similarities and differences to fit and fill gaps?
By answering these questions, you will have a clearer sense of how you, as a leader, may best contribute and some of the inherent struggles if you have a different type than the majority that comprises the culture. While being part of the minority allows you to fill gaps, you may also find yourself excluded or struggling to communicate effectively. Through self-awareness and skillful interactions, you will be able to navigate any organization's predispositions.
 
About the Authors
Belinda Gore, Ph.D., designs, develops and delivers leadership, assessments, workshops, and coaching. She is a key thought leader in developing the Innovative Leadership framework.
She is a psychologist, executive coach, and experienced seminar leader skilled in supporting her clients in high-level learning. With 30 years experience in leadership development and interpersonal skills training, she is known for helping teams discover strength in their diversity to achieve their mutual goals and works with individual leaders to access their natural talents to maximize effectiveness and personal satisfaction. Her clients have included senior leadership in global companies, senior and middle management in corporate and nonprofit organizations, and entrepreneurs. She will lead our new service line, which is focused on helping leaders and their organizations build resilience. She will also offer leadership team development, board development, coaching, and Enneagram assessment.
Maureen Metcalf, CEO and Founder of Innovative Leadership Institute, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provide high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful profitability, growth, and sustainability strategies.

S3-Ep16: Nationwide’s Journey to Build A Culture of Innovation and Continuous Learning

Guest: Guru Vasudeva
As a CIO with Nationwide Insurance, Guru shares his experience changing how the culture of IT to accomplish their mission. He discusses what they are doing to build a culture of continuous learning and innovation as they continue to expand the scale their agile and lean roll-out. Guru shares how the implementation has evolved since it was initiated in 2009. He compares how they began their journey and what they are doing now to continue to expand the scale as well as continue to evolve the leadership behaviors, mindset and organizational culture. He will discuss specific examples of how they have shifted how leaders behave and think about their work as leaders. Additionally, he explores several specific steps they have taken to expand their culture of learning including what is taught, who teaches and how the team self manages their own learning choices.

S3-Ep15: Citizen Diplomacy: How Cities Support Exchange And Build Relationships

Guest: Farah Amir & Fabienne Perlov
As part of our series from the Global Ties US conference, this interview features two women who run Global Centers; for Georgia Council for International Visitors and the San Diego Diplomacy Center. As citizens and leaders, we work in a global economic system. Aside from preference or opinion, it is imperative for us to continue to build our understanding of the global systems and the people who participate. Global Ties is an organization whose vision is: peaceful, prosperous world where individuals build enduring relationships through international exchange; and whose mission is to strengthen relationships between individuals and nations by making international exchange programs more effective. This show focuses on how two cities are accomplishing this mission. Many citizens will not leave the US and yet these programs help them develop international relationships and build a global acumen. This is the foundation of citizen diplomacy.

S3-Ep14: Promoting Wellness and Mental Health at Work

Guests: Bernadette Mazurek Melnyk & Dr. Rustin Moore
During this show, we explore the impact of mental health concerns in the general workplace and or veterinarians and vet students. Mental health costs are on the rise and we see statistics that as much as 40% of the population will be personally impacted by a mental health issue during some point in their lives. This show is designed to remove the stigma about getting help and equip colleagues and bosses have some idea for addressing it. We discuss: 1. General data on prevalence of mental health issues within the general population? 2. Veterinary data on prevalence of mental health issues within profession and veterinary students 3. Factors to these issues in society in general 4. Recommendations to identify issues and address them. Mental health is still a stigma in many environments and as long as it is, people will continue to suffer in some cases without treatment and impact the overall productivity and satisfaction of their colleagues and client

S3-Ep13: Emerging Leaders Changing The World

Guests: Rebeca Gyumi & Yasmine Hasnaoiu
In 2017, Rebeca won the International Visiting Leaders Alumni Award for Innovation and Social Change. Rebeca petitioned the Tanzania High Court that ruled that the Marriage Act – which allowed girls as young as 14 to be married – was unconstitutional. Yasmine Hasnaoui is an expert on conflict resolution with a focus on sub-Saharan conflict. Both are graduates of the US Department of state International Visitors Leadership Program (IVLP) for young leaders. This show focuses on the impact both women have made in their countries and internationally. They discuss their leadership journeys, both coming from humble backgrounds. They also talk about their recent accomplishments and goals. Both women are making a significant impact within their countries and also impacting international relations. They are an inspiration to young leaders who aspire to change the world and to experienced leaders as a reminder of what happens when we mentor and nurture the next generation of leaders.

S3-Ep12: Navigating a Smear Campaign

Guests: Barbara Marx Hubbard & Marc Gafni
One of the most dangerous problems we face in the world is extremism on behalf of belief. In many cases, extremists convince themselves that another faith or political system or individual is ‘evil’, and that they are justified in destroying them by any means necessary. During this conversation, Maureen we will talk to Marc Gafni and Barbara Marx Hubbard about the smear campaign Marc and the Center for Integral Wisdom. What emerged was a much more hopeful conversation. They are modeling the behaviors they teach as they confront this challenge and they are working to leverage what would for others be a crippling crisis and share with others the culture of collaboration and unique contribution to a conscious world. They are talking about an evolution of our culture! For me this is a story of personal resilience and how they used a crisis to precede transformation. They were both required to model the concepts they were teaching in a very personal way and they are here to share their story.

S3-Ep11: The A Player: Attracting and Retaining Top Talent

Guest: Rick Crossland
As part of the thought leader series, Rick talks about his book, The A Player. He shares his key findings about what organizations are doing and not doing that impact their ability to attract and retain the best employees. Here are some of the topics Rick and Maureen discuss during the interview: 1. What is the definition of an A Player, and what differentiates them from a B or C Player? 2. I don’t think I want a B or C Player piloting my next airline flight or performing my next surgery. Why then do managers and business leaders tolerate B Players on the team? 3. What happens to the B and C Players? Can they be coached into become A Players? How long does it take? 4. What if my C Players become B players. Isn’t that good (enough)? You will walk away with a clearer understanding of what "A Players” are and how to create an environment where your organization attracts and retains them.

S3-Ep10: Building Civic Leaders - Building Leadership and Creating Stronger Communities

Guests: David Chrislip & Ed O'Malley
The Kansas Leadership Center was established in 2007 to develop civic leadership across the state. Through its work, KLC aspires to transform the civic culture of Kansas. This requires developing civic leadership on a large scale. KLC now directly trains 2,000 people a year while thousands more have access to its leadership framework and curriculum. The organization’s programs operate from the premise that civic leadership must become more purposeful, provocative, and engaging to make progress on the state’s adaptive challenges. During this informative discussion, David and Ed talk about the center, its framework and the principles. Leadership is not exclusive to those with authority or expertise; anyone can exercise leadership at any time. It is an intentional activity that can be learned. Progress starts with the individual and must engage others. In this way, civic leadership becomes a means for sharing responsibility for acting together in pursuit of the common good.

S3-Ep9: Building a Peaceful and Prosperous World Through Citizen Diplomacy

Guests: Christopher Washington & Jennifer Clinton
This interview shares information about Global Ties, an organization that strengthens relationships between individuals and nations by making international exchange programs more effective. Its vision is: peaceful, prosperous world where individuals build enduring relationships through international exchange. Its mission is to strengthen relationships between individuals and nations by making international exchange programs more effective. As we face changing global dynamics at the national level, this show explores how we as individuals and organizations can build the foundation for a better world. Global ties does just that. Their premier program is the International Visiting Leaders Program (IVLP). It brings current and future leaders from around the world to communities throughout the United States and provides members with connections, leadership development, and professional resources, so that they are the strongest, most effective organizations they can be.