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Things we’ve learned   Things we’ve learned
 about Workforce        about Workforce
     Leadership             Leadership




Things we’ve learned   Things we’ve learned
 about Workforce        about Workforce
     Leadership             Leadership
Follow us on Twitter: @WFLeadership    Follow us on Twitter: @WFLeadership
For more information:                  For more information:
www.EnhancingWorkforceLeadership.org   www.EnhancingWorkforceLeadership.org




Follow us on Twitter: @WFLeadership    Follow us on Twitter: @WFLeadership
For more information:                  For more information:
www.EnhancingWorkforceLeadership.org   www.EnhancingWorkforceLeadership.org
1. It’s really more 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.
✓ 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 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 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




✓ 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
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.




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.
Literacy                             Data/Intelligence Sharing                Literacy                            Data/Intelligence Sharing
Economic Development                 Entrepreneurship                         Economic Development                Entrepreneurship
Homelessness                         Industry/Social Innovation               Homelessness                        Industry/Social Innovation
Neighborhood Poverty                 Rural Poverty                            Neighborhood Poverty                Rural Poverty
Job Creation                         Broadband Connectivity                   Job Creation                        Broadband Connectivity
Industry Transition                  Sustainability                           Industry Transition                 Sustainability
Resource Development                 Work Experiences for Youth               Resource Development                Work Experiences for Youth
High School Graduation               Skill Gaps                               High School Graduation              Skill Gaps
College Access                       Distressed Communities                   College Access                      Distressed Communities
Rural Engagement                     Multigenerational Workplace              Rural Engagement                    Multigenerational Workplace
Entrepreneurship                     Community Engagement                     Entrepreneurship                    Community Engagement
Sector/Cluster Strategies            Transportation                           Sector/Cluster Strategies           Transportation


"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
Economic Development                 Entrepreneurship                         Economic Development               Entrepreneurship
Homelessness                         Industry/Social Innovation               Homelessness                       Industry/Social Innovation
Neighborhood Poverty                 Rural Poverty                            Neighborhood Poverty               Rural Poverty
Job Creation                         Broadband Connectivity                   Job Creation                       Broadband Connectivity
Industry Transition                  Sustainability                           Industry Transition                Sustainability
Resource Development                 Work Experiences for Youth               Resource Development               Work Experiences for Youth
High School Graduation               Skill Gaps                               High School Graduation             Skill Gaps
College Access                       Distressed Communities                   College Access                     Distressed Communities
Rural Engagement                     Multigenerational Workplace              Rural Engagement                   Multigenerational Workplace
Entrepreneurship                     Community Engagement                     Entrepreneurship                   Community Engagement
Sector/Cluster Strategies            Transportation                           Sector/Cluster Strategies          Transportation


"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
3. “In order to 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?
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




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
4. Impact > Program + System   4. Impact > Program + System




4. Impact > Program + System   4. Impact > Program + System
✓ 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
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.
✓ 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 Asia and              ✓ OECD-based analysts and innovation experts from Asia and
  the Pacific Rim are becoming regular participants in                     the Pacific Rim are becoming regular participants in
  workforce association meetings and events.                              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 Asia and              ✓ OECD-based analysts and innovation experts from Asia and
  the Pacific Rim are becoming regular participants in                     the Pacific Rim are becoming regular participants in
  workforce association meetings and events.                              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
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
✓ 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 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
7. Effective workforce leaders   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.
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 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
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.
✓ Workforce development is 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
9. The list of “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.
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
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.
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 as      reaching retirement age...how do we institutionalize the knowledge as
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 as    reaching retirement age...how do we institutionalize the knowledge as
 skills they have?” – Roy, Program DIrector                               skills they have?” – Roy, Program DIrector
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).




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).
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




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
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?
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




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
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

                                    With assistance from:                                                        With assistance from:
                                    Annie Nyborg, Miloney Thakrar                                                Annie Nyborg, Miloney Thakrar

                                    And Thank-Yous to:                                                           And Thank-Yous to:
                                    US Department of Labor (sponsor),                                            US Department of Labor (sponsor),
                                    National Association of Counties,                                            National Association of Counties,

Stay tuned...                                                               Stay tuned...
                                    National Association of Workforce                                            National Association of Workforce
                                    Boards, National Association of State                                        Boards, National Association of
                                    Workforce Agencies, National                                                 State Workforce Agencies, National
                                    Conference of State Legislatures,                                            Conference of State Legislatures,
                                    National Governors Association,                                              National Governors Association,
                                    National League of Cities, US                                                National League of Cities, US
                                    Conference of Mayors, California                                             Conference of Mayors, California
                                    Workforce Association, and 88                                                Workforce Association, and 88
                                    Workforce Leader Contributors (to                                            Workforce Leader Contributors (to
                                    date).                                                                       date).

Follow us on Twitter: @WFLeadership                                         Follow us on Twitter: @WFLeadership
For more information: www.EnhancingWorkforceLeadership.org                  For more information: www.EnhancingWorkforceLeadership.org

                                    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

                                    With assistance from:                                                         With assistance from:
                                    Annie Nyborg, Miloney Thakrar                                                 Annie Nyborg, Miloney Thakrar

                                    And Thank-Yous to:                                                            And Thank-Yous to:
Stay tuned...                       US Department of Labor (sponsor),
                                    National Association of Counties,
                                                                            Stay tuned...                         US Department of Labor (sponsor),
                                                                                                                  National Association of Counties,
                                    National Association of Workforce                                             National Association of Workforce
                                    Boards, National Association of State                                         Boards, National Association of
                                    Workforce Agencies, National                                                  State Workforce Agencies, National
                                    Conference of State Legislatures,                                             Conference of State Legislatures,
                                    National Governors Association,                                               National Governors Association,
                                    National League of Cities, US                                                 National League of Cities, US
                                    Conference of Mayors, California                                              Conference of Mayors, California
                                    Workforce Association, and 88                                                 Workforce Association, and 88
                                    Workforce Leader Contributors (to                                             Workforce Leader Contributors (to
                                    date).                                                                        date).
Follow us on Twitter: @WFLeadership                                         Follow us on Twitter: @WFLeadership
For more information: www.EnhancingWorkforceLeadership.org                  For more information: www.EnhancingWorkforceLeadership.org
@WFLeadership                          @WFLeadership
www.EnhancingWorkforceLeadership.org   www.EnhancingWorkforceLeadership.org




@WFLeadership                          @WFLeadership
www.EnhancingWorkforceLeadership.org   www.EnhancingWorkforceLeadership.org

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Things We've Learned About Workforce Leadership (Cards)

  • 1. Things we’ve learned Things we’ve learned about Workforce about Workforce Leadership Leadership Things we’ve learned Things we’ve learned about Workforce about Workforce Leadership Leadership
  • 2. Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: For more information: www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org 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 really more 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 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 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 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 ✓ 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 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. 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 Economic Development Entrepreneurship Economic Development Entrepreneurship Homelessness Industry/Social Innovation Homelessness Industry/Social Innovation Neighborhood Poverty Rural Poverty Neighborhood Poverty Rural Poverty Job Creation Broadband Connectivity Job Creation Broadband Connectivity Industry Transition Sustainability Industry Transition Sustainability Resource Development Work Experiences for Youth Resource Development Work Experiences for Youth High School Graduation Skill Gaps High School Graduation Skill Gaps College Access Distressed Communities College Access Distressed Communities Rural Engagement Multigenerational Workplace Rural Engagement Multigenerational Workplace Entrepreneurship Community Engagement Entrepreneurship Community Engagement Sector/Cluster Strategies Transportation Sector/Cluster Strategies Transportation "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 Economic Development Entrepreneurship Economic Development Entrepreneurship Homelessness Industry/Social Innovation Homelessness Industry/Social Innovation Neighborhood Poverty Rural Poverty Neighborhood Poverty Rural Poverty Job Creation Broadband Connectivity Job Creation Broadband Connectivity Industry Transition Sustainability Industry Transition Sustainability Resource Development Work Experiences for Youth Resource Development Work Experiences for Youth High School Graduation Skill Gaps High School Graduation Skill Gaps College Access Distressed Communities College Access Distressed Communities Rural Engagement Multigenerational Workplace Rural Engagement Multigenerational Workplace Entrepreneurship Community Engagement Entrepreneurship Community Engagement Sector/Cluster Strategies Transportation Sector/Cluster Strategies Transportation "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 order to 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 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 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 Asia and ✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in the Pacific Rim are becoming regular participants in workforce association meetings and events. 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 Asia and ✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in the Pacific Rim are becoming regular participants in workforce association meetings and events. 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 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 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 workforce leaders 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 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 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 development is 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 list of “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 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 as reaching retirement age...how do we institutionalize the knowledge as 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 as reaching retirement age...how do we institutionalize the knowledge as skills they have?” – Roy, Program DIrector skills they have?” – Roy, Program DIrector
  • 23. 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). 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 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 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 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 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. 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 With assistance from: With assistance from: Annie Nyborg, Miloney Thakrar Annie Nyborg, Miloney Thakrar And Thank-Yous to: And Thank-Yous to: US Department of Labor (sponsor), US Department of Labor (sponsor), National Association of Counties, National Association of Counties, Stay tuned... Stay tuned... National Association of Workforce National Association of Workforce Boards, National Association of State Boards, National Association of Workforce Agencies, National State Workforce Agencies, National Conference of State Legislatures, Conference of State Legislatures, National Governors Association, National Governors Association, National League of Cities, US National League of Cities, US Conference of Mayors, California Conference of Mayors, California Workforce Association, and 88 Workforce Association, and 88 Workforce Leader Contributors (to Workforce Leader Contributors (to date). date). Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership For more information: www.EnhancingWorkforceLeadership.org For more information: www.EnhancingWorkforceLeadership.org 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 With assistance from: With assistance from: Annie Nyborg, Miloney Thakrar Annie Nyborg, Miloney Thakrar And Thank-Yous to: And Thank-Yous to: Stay tuned... US Department of Labor (sponsor), National Association of Counties, Stay tuned... US Department of Labor (sponsor), National Association of Counties, National Association of Workforce National Association of Workforce Boards, National Association of State Boards, National Association of Workforce Agencies, National State Workforce Agencies, National Conference of State Legislatures, Conference of State Legislatures, National Governors Association, National Governors Association, National League of Cities, US National League of Cities, US Conference of Mayors, California Conference of Mayors, California Workforce Association, and 88 Workforce Association, and 88 Workforce Leader Contributors (to Workforce Leader Contributors (to date). date). 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