Things we’ve learned about Workforce

Leadership

Things we’ve learned about Workforce

Leadership

Things we’ve learned about Workforce

Leadership

Things we’ve learned about Workforce

Leadership

Follow us on Twitter: @WFLeadership

For more information: www.EnhancingWorkforceLeadership.org

Follow us on Twitter: @WFLeadership

For more information: www.EnhancingWorkforceLeadership.org

Follow us on Twitter: @WFLeadership

For more information: www.EnhancingWorkforceLeadership.org

Follow us on Twitter: @WFLeadership

For more information: www.EnhancingWorkforceLeadership.org

1. It’s really more like We-adership.

1. It’s really more like We-adership.

1. It’s really more like We-adership.

1. It’s really more like We-adership.

✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal alliances result, other times, informal projects. Each link builds relationships that make the next collaborative endeavor easier, faster, and likely more effective.

✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are trying to build.

✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders.

"We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative

✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal alliances result, other times, informal projects. Each link builds relationships that make the next collaborative endeavor easier, faster, and likely more effective.

✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are trying to build.

✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders.

✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal alliances, other times, informal projects. Each link builds relationships that make the next collaborative endeavor easier, faster, and likely more effective.

✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are trying to build.

✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders.

"We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative

"We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative

"We bring together different players involved in workforce development, from tech schools to trade associations and state government agencies. We are convenors. So much depends on the willingness to collaborate.” – Lana, State Representative

✓ Workforce leaders operate within networks more often than traditional hierarchies. Convening diverse partners is one of the most significant things they do. Sometimes formal alliances result, other times, informal projects. Each link builds relationships that make the next collaborative endeavor easier, faster, and likely more effective.

✓ Many leaders see themselves in the innovation business. New ideas come from the diverse networks many leaders are trying to build.

✓ A good leader knows when not to lead. Stepping back enables others to step up and become leaders.

2. Thirty-one Flavors of WFDWorkforce leaders advance many issues, at different scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change from a decade ago.

2. Thirty-one Flavors of WFDWorkforce leaders advance many issues, at different scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change from a decade ago.

2. Thirty-one Flavors of WFDWorkforce leaders advance many issues, at different scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change from a decade ago.

2. Thirty-one Flavors of WFDWorkforce leaders advance many issues, at different scales, within unique community ecosystems. Jobs, skills, and wages are anchors, but the work can take many forms. This is a significant change from a decade ago.

"Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director

LiteracyEconomic DevelopmentHomelessnessNeighborhood PovertyJob CreationIndustry TransitionResource DevelopmentHigh School GraduationCollege Access Rural EngagementEntrepreneurshipSector/Cluster Strategies

Data/Intelligence SharingEntrepreneurshipIndustry/Social InnovationRural PovertyBroadband ConnectivitySustainabilityWork Experiences for YouthSkill GapsDistressed CommunitiesMultigenerational Workplace Community EngagementTransportation

LiteracyEconomic DevelopmentHomelessnessNeighborhood PovertyJob CreationIndustry TransitionResource DevelopmentHigh School GraduationCollege Access Rural EngagementEntrepreneurshipSector/Cluster Strategies

Data/Intelligence SharingEntrepreneurshipIndustry/Social InnovationRural PovertyBroadband ConnectivitySustainabilityWork Experiences for YouthSkill GapsDistressed CommunitiesMultigenerational Workplace Community EngagementTransportation

LiteracyEconomic DevelopmentHomelessnessNeighborhood PovertyJob CreationIndustry TransitionResource DevelopmentHigh School GraduationCollege Access Rural EngagementEntrepreneurshipSector/Cluster Strategies

Data/Intelligence SharingEntrepreneurshipIndustry/Social InnovationRural PovertyBroadband ConnectivitySustainabilityWork Experiences for YouthSkill GapsDistressed CommunitiesMultigenerational Workplace Community EngagementTransportation

LiteracyEconomic DevelopmentHomelessnessNeighborhood PovertyJob CreationIndustry TransitionResource DevelopmentHigh School GraduationCollege Access Rural EngagementEntrepreneurshipSector/Cluster Strategies

Data/Intelligence SharingEntrepreneurshipIndustry/Social InnovationRural PovertyBroadband ConnectivitySustainabilityWork Experiences for YouthSkill GapsDistressed CommunitiesMultigenerational Workplace Community EngagementTransportation

"Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director

"Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director

"Expectations are greater today as the public's understanding of education and economic issues has increased. It's a positive change. Our agendas are bigger, even if not always realistic." – Paul, WIB Director

3. “In order to form a more perfect...” alignment?

3. “In order to form a more perfect...” alignment?

3. “In order to form a more perfect...” alignment?

3. “In order to form a more perfect...” alignment?

Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires:

✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively);

✓ Using incentives that reward progress appropriately;✓ Investing time, resources and expertise in ways that are

widely perceived to be “fair” and in the public interest; and✓ Building trust (beyond single individuals) to support lasting

partnerships.

“The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner

“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. Knowing how to leverage them is an important aspect of leadership.” – Christine, WIB Director

Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires:

✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively);

✓ Using incentives that reward progress appropriately;✓ Investing time, resources and expertise in ways that are

widely perceived to be “fair” and in the public interest; and✓ Building trust (beyond single individuals) to support lasting

partnerships.

Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires:

✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively);

✓ Using incentives that reward progress appropriately;✓ Investing time, resources and expertise in ways that are

widely perceived to be “fair” and in the public interest; and✓ Building trust (beyond single individuals) to support lasting

partnerships.

Workforce leaders repeatedly cited the challenge (necessity) of alignment. It means more than just coordinating efforts. It requires:

✓ Working toward a shared set of measurable goals (whether or not work occurs collaboratively);

✓ Using incentives that reward progress appropriately;✓ Investing time, resources and expertise in ways that are

widely perceived to be “fair” and in the public interest; and✓ Building trust (beyond single individuals) to support lasting

partnerships.

“The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner

“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. Knowing how to leverage them is an important aspect of leadership.” – Christine, WIB Director

“The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner

“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. Knowing how to leverage them is an important aspect of leadership.” – Christine, WIB Director

“The most effective WIBs are those that function as good conveners – they bring people together to manage both immediate challenges and longer term needs in a coherent way.” – Mark, County Commissioner

“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. Knowing how to leverage them is an important aspect of leadership.” – 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 encourage other leaders and board members to focus on impact and outcomes, not just program compliance.

✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other community partners to align investments around strategic intent.

✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything.

“Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association

“Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association

“Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association

“Metrics matter and they should be strategic – linked to a collaboratively negotiated community-wide strategy and owned by multiple stakeholders who can hold each other accountable. Then, they are powerful.” – Sam, VP, Member Association

✓ Local leaders, mayors in particular, seek results. They encourage other leaders and board members to focus on impact and outcomes, not just program compliance.

✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other community partners to align investments around strategic intent.

✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything.

✓ Local leaders, mayors in particular, seek results. They encourage other leaders and board members to focus on impact and outcomes, not just program compliance.

✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other community partners to align investments around strategic intent.

✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything.

✓ Local leaders, mayors in particular, seek results. They encourage other leaders and board members to focus on impact and outcomes, not just program compliance.

✓ Board members also champion impact and outcomes, working with agencies, foundations, firms, and other community partners to align investments around strategic intent.

✓ Establishing shared goals and metrics that go beyond programs can help scale (and embed) broader change. But the process matters as much as the metrics – if it’s just obligatory, the numbers won’t mean anything.

5. It’s a (Global) Village.Peers and collaborators can be anywhere. Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in the country, anywhere in the world.

5. It’s a (Global) Village.Peers and collaborators can be anywhere. Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in the country, anywhere in the world.

5. It’s a (Global) Village.Peers and collaborators can be anywhere. Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in the country, anywhere in the world.

5. It’s a (Global) Village.Peers and collaborators can be anywhere. Workforce leaders learn from neighboring jurisdictions and peer communities anywhere in the country, anywhere in the world.

✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside the US, to learn new approaches to shared challenges.

✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in workforce association meetings and events.

✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing information across the miles easier.

"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 we live or work in.” – Stephen, Interagency Workgroup Director

✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside the US, to learn new approaches to shared challenges.

✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in workforce association meetings and events.

✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing information across the miles easier.

✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside the US, to learn new approaches to shared challenges.

✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in workforce association meetings and events.

✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing information across the miles easier.

✓ More communities (and states) are organizing immersive study visits with peer communities, including those outside the US, to learn new approaches to shared challenges.

✓ OECD-based analysts and innovation experts from Asia and the Pacific Rim are becoming regular participants in workforce association meetings and events.

✓ Workforce leaders are exploring video conferencing, social media, and other distance technologies to make sharing information across the miles easier.

"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 we live or work in.” – Stephen, Interagency Workgroup Director

"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 we live or work in.” – Stephen, Interagency Workgroup Director

"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 we live or work in.” – Stephen, Interagency Workgroup Director

6. Workforce Development = Pick-Up Basketball*?

* Credit for quip to Sam Leiken, Council on Competitiveness

6. Workforce Development = Pick-Up Basketball*?

6. Workforce Development = Pick-Up Basketball*?

6. Workforce Development = Pick-Up Basketball*?

* Credit for quip to Sam Leiken, Council on Competitiveness

* Credit for quip to Sam Leiken, Council on Competitiveness* Credit for quip to Sam Leiken, Council on Competitiveness

“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 change – and to make sure that what we design is sustainable after the flurry is done. Reaction time is critical.” – Mike, Marketing Specialist

✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, all over the world.

✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds.

✓ Planning and doing are no longer linear, sequential, or long-term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle to support change while providing stability.

“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 change – and make sure what we design is sustainable after the flurry is over. Reaction time is critical.” – Mike, WIB Marketing Specialist

“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 change – and make sure what we design is sustainable after the flurry is over. Reaction time is critical.” – Mike, WIB Marketing Specialist

“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 change – and make sure what we design is sustainable after the flurry is over. Reaction time is critical.” – Mike, WIB Marketing Specialist

✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, all over the world.

✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds.

✓ Planning and doing are no longer linear, sequential, or long-term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle to support change while providing stability.

✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, all over the world.

✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds.

✓ Planning and doing are no longer linear, sequential, or long-term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle to support change while providing stability.

✓ The location of work matters less and less. Technology helps us connect from home, the office, the road, even from the air, all over the world.

✓ Workforce “partners” go beyond the usual suspects. The distinctions between public and private, partner and customer blur as private organizations and individuals become important workforce actors. Workforce leaders seek to bridge, blend, and otherwise link these worlds.

✓ Planning and doing are no longer linear, sequential, or long-term. Some collaborations emerge to resolve short-term problems, others operate on longer time horizons. Strategy is essential and increasingly complex. Workforce leaders struggle to support change while providing stability.

7. Effective workforce leaders can play many positions.

7. Effective workforce leaders can play many positions.

7. Effective workforce leaders can play many positions.

7. Effective workforce leaders can play many positions.

Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. 

✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets.

✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory responsibilities.

“Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my area.”– Jennifer, WIB Director

"It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” – Shari, VP, Member Association

The big, collaborative table is really important.” – Howard, State Legislative Staff

Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. 

✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets.

✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory responsibilities.

“Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my region.”– Jennifer, WIB Director

"It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” – Shari, VP, Member Association

The big, collaborative table is really important.” – Howard, State Legislative Staff

Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. 

✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets.

✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory responsibilities.

“Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my region.”– Jennifer, WIB Director

"It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” – Shari, VP, Member Association

The big, collaborative table is really important.” – Howard, State Legislative Staff

“Since the downturn, mayors have asked for more workforce services, delivered more locally - I have 34 municipalities in my region.”– Jennifer, WIB Director

"It’s critical for people to work together across boundaries, constituencies, but we still have issues of organizations not understanding what each other do...how they fit together.” – Shari, VP, Member Association

The big, collaborative table is really important.” – Howard, State Legislative Staff

Workforce leaders play different roles across jurisdictions, and the roles can vary over time as priorities evolve. 

✓ This fluidity can be challenging to manage, but it's also one of the workforce system's greatest assets.

✓ Gaps remain in partners' understanding of each others' roles, priorities, commitments, and statutory responsibilities.

8. Workforce leadership demands lifelong learning about learning and work.

8. Workforce leadership demands lifelong learning about learning and work.

8. Workforce leadership demands lifelong learning about learning and work.

8. Workforce leadership demands lifelong learning about learning and work.

✓ Workforce development is about talent development at all levels, community wide. Workforce leaders are not only building pathways to help those without needed skills advance, but also supporting unique or emerging industries that give their communities a competitive advantage. Many are looking for ways to support and promote entrepreneurship.

✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving community challenges, while also effectively managing risk.

"We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association

✓ Leadership is about talent development at all levels, community wide. Workforce leaders are not only building pathways to help those without needed skills advance, but also supporting the talent needs of unique or emerging industries that give their communities a competitive advantage. Many are looking for ways to support and promote entrepreneurship.

✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving community challenges, while also effectively managing risk.

✓ Workforce development is about talent development at all levels, community wide. Workforce leaders are not only building pathways to help those without needed skills advance, but also supporting unique or emerging industries that give their communities a competitive advantage. Many are looking for ways to support and promote entrepreneurship.

✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving community challenges, while also effectively managing risk.

✓ Workforce development is about talent development at all levels, community wide. Workforce leaders are not only building pathways to help those without needed skills advance, but also supporting unique or emerging industries that give their communities a competitive advantage. Many are looking for ways to support and promote entrepreneurship.

✓ Effective workforce leaders spend time building relationships, learning what other partners do and how they work, and sharing what they know. The idea is to help all partners maximize their contributions in service of solving community challenges, while also effectively managing risk.

"We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association

"We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association

"We are trying to build an understanding of workforce and how systems work at all levels in our community – but those systems themselves need to change.” – Shari, VP, Member Association

9. The list of “need-to-knows” for workforce leaders

is growing.

9. The list of “need-to- knows” for workforce leaders

is growing.

9. The list of “need-to- knows” for workforce leaders

is growing.

9. The list of “need-to-knows” for workforce leaders

is growing.

Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce leadership. They cluster into four categories:

✓ Strategy (goal-setting, prioritizing, planning, convening, etc.)

✓ Information/analysis (understanding data, identifying challenges and their causes, etc.)

✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that

engages/inspires, working “out loud”, etc.)

Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce leadership. They cluster into four categories:

✓ Strategy (goal-setting, prioritizing, planning, convening, etc.)

✓ Information/analysis (understanding data, identifying challenges and their causes, etc.)

✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that

engages/inspires, working “out loud”, etc.)

Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce leadership. They cluster into four categories:

✓ Strategy (goal-setting, prioritizing, planning, convening, etc.)

✓ Information/analysis (understanding data, identifying challenges and their causes, etc.)

✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that

engages/inspires, working “out loud”, etc.)

Dozens of skills, characteristics, attributes, and types of knowledge were cited as critical for effective workforce leadership. They cluster into four categories:

✓ Strategy (goal-setting, prioritizing, planning, convening, etc.)

✓ Information/analysis (understanding data, identifying challenges and their causes, etc.)

✓ People (team, organization, interagency, and public-facing) ✓ Narrative (making meaning out of data in a way that

engages/inspires, working “out loud”, etc.)

“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 neighborhoods, and at our own kitchen tables.” – Eric, WIB Director

“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 is incredible pressure to deliver real value.” – Laurie, WIB Director

“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 neighborhoods, and at our own kitchen tables.” – Eric, WIB Director

“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 is incredible pressure to deliver real value.” – Laurie, WIB Director

“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 neighborhoods, and at our own kitchen tables.” – Eric, WIB Director

“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 is incredible pressure to deliver real value.” – Laurie, WIB Director

“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 neighborhoods, and at our own kitchen tables.” – Eric, WIB Director

“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 is incredible pressure to deliver real value.” – Laurie, WIB Director

10. Leaders Wanted (!)Today's workforce leaders share a concern about who will replace them.

10. Leaders Wanted (!)Today's workforce leaders share a concern about who will replace them.

10. Leaders Wanted (!)Today's workforce leaders share a concern about who will replace them.

10. Leaders Wanted (!)Today's workforce leaders share a concern about who will replace them.

Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole.

While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few opportunities for this kind of exchange.

"We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD

“One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge as skills they have?” – Roy, Program DIrector

Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole.

While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few opportunities for this kind of exchange.

"We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD

“One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge as skills they have?” – Roy, Program DIrector

Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole.

While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few opportunities for this kind of exchange.

Workforce leaders pointed to gaps at federal, state, and local levels, noting their field is experiencing the same generational turnover that exists in the labor market as a whole.

While new leaders will play different roles and use different tools, they may also benefit from the deep knowledge and historical context of today’s senior leaders. But there are few opportunities for this kind of exchange.

"We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD

“One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge as skills they have?” – Roy, Program DIrector

"We really need to grow the people coming behind us. Large transitions are just beginning to occur and cultivating new leaders could be very powerful.” – Cynthia, Deputy Director of WFD

“One of our biggest concerns has to do with the number of people reaching retirement age...how do we institutionalize the knowledge as skills they have?” – Roy, Program DIrector

11. Workforce Development is serious business (even if there is a lot of noise).

11. Workforce Development is serious business (even if there is a lot of noise).

11. Workforce Development is serious business (even if there is a lot of noise).

11. Workforce Development is serious business (even if there is a lot of noise).

Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about public service and expect the same of their peers and colleagues.

Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why.

"Workforce leadership requires a genuine understanding of issues, 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 the issues.” – Laurie, WIB Director

“I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director

“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 taking root.” – Robert, Department Manager

Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about public service and expect the same of their peers and colleagues.

Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why.

"Workforce leadership requires a genuine understanding of issues, 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 the issues.” – Laurie, WIB Director

“I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director

“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 taking root.” – Robert, Department Manager

Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about public service and expect the same of their peers and colleagues.

Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why.

"Workforce leadership requires a genuine understanding of issues, 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 the issues.” – Laurie, WIB Director

“I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director

“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 taking root.” – Robert, Department Manager

Many workforce leaders see themselves and their organizations as community stewards. They are serious and articulate about public service and expect the same of their peers and colleagues.

Asking workforce leaders about leadership quickly elicits conversation about what really matters in the field and why.

"Workforce leadership requires a genuine understanding of issues, 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 the issues.” – Laurie, WIB Director

“I’m happy to have dedicated career people - it’s not just a job to them.” – Roy, Program Director

“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 taking root.” – Robert, Department Manager

12. Leadership development: Demands a response,

but what?

12. Leadership development: Demands a response,

but what?

12. Leadership development: Demands a response,

but what?

12. Leadership development: Demands a response,

but what?

"We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning 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. – Paul WIB Director

“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 leadership is adaptability –  the capacity to ramp up and learn new things, quickly. – Shari, VP, Member Association

There is no magic bullet for developing workforce leaders - different people need different kinds of development opportunities, and resource constraints (not just money, time and expertise) are real.

Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and mentoring practices.

"We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning 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. – Paul WIB Director

“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 leadership is adaptability –  the capacity to ramp up and learn new things, quickly. – Shari, VP, Member Association

There is no magic bullet for developing workforce leaders - different people need different kinds of development opportunities, and resource constraints (not just money, time and expertise) are real.

Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and mentoring practices.

"We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning 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. – Paul WIB Director

“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 leadership is adaptability –  the capacity to ramp up and learn new things, quickly. – Shari, VP, Member Association

There is no magic bullet for developing workforce leaders - different people need different kinds of development opportunities, and resource constraints (not just money, time and expertise) are real.

Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and mentoring practices.

"We need to spend more time and resources in our communities and nationally really developing leadership in workforce. We’re just beginning 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. – Paul WIB Director

“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 leadership is adaptability –  the capacity to ramp up and learn new things, quickly. – Shari, VP, Member Association

There is no magic bullet for developing workforce leaders - different people need different kinds of development opportunities, and resource constraints (not just money, time and expertise) are real.

Workforce leaders recognize the need to do many things, but are challenged by the pace of change in the workplace, the expectations of younger workers, and new connective technologies that call for a re-thinking of effective learning and mentoring practices.

The SPR Research Team:Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash,Ricki Kozumplik

With assistance from:Annie Nyborg, Miloney Thakrar

And Thank-Yous to:US Department of Labor (sponsor), National Association of Counties, National Association of Workforce Boards, National Association of State Workforce Agencies, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, and 88 Workforce Leader Contributors (to date).

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

Stay tuned...

The SPR Research Team:Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash,Ricki Kozumplik

With assistance from:Annie Nyborg, Miloney Thakrar

And Thank-Yous to:US Department of Labor (sponsor), National Association of Counties, National Association of Workforce Boards, National Association of State Workforce Agencies, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, and 88 Workforce Leader Contributors (to date).

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

Stay tuned...

The SPR Research Team:Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash,Ricki Kozumplik

With assistance from:Annie Nyborg, Miloney Thakrar

And Thank-Yous to:US Department of Labor (sponsor), National Association of Counties, National Association of Workforce Boards, National Association of State Workforce Agencies, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, and 88 Workforce Leader Contributors (to date).

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

Stay tuned...

The SPR Research Team:Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash,Ricki Kozumplik

With assistance from:Annie Nyborg, Miloney Thakrar

And Thank-Yous to:US Department of Labor (sponsor), National Association of Counties, National Association of Workforce Boards, National Association of State Workforce Agencies, National Conference of State Legislatures, National Governors Association, National League of Cities, US Conference of Mayors, California Workforce Association, and 88 Workforce Leader Contributors (to date).

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

Stay tuned...

@WFLeadershipwww.EnhancingWorkforceLeadership.org

@WFLeadershipwww.EnhancingWorkforceLeadership.org

@WFLeadershipwww.EnhancingWorkforceLeadership.org

@WFLeadershipwww.EnhancingWorkforceLeadership.org