Empowering the next generation of leaders in our organizations and community to lead us in into the future.

1. Empowering Young Leaders… John Lewis

2. Introductions Name Organization What you hope to get out of today’s training

3. A Question… What is your organization’s most valuable asset?

4. An Answer... Our existing staff and volunteers within our organization

5. An Analogy… The Farm System vs. Free Agency

6. The Challenge… Facing Rapid Globalization & Emerging Technologies Is your organization positioned to accept and develop emerging leaders…or will they leave and go somewhere else?

7. The Goal… Increasing Organizational Capacity & Performance Doing more with less Getting the most out of what you’ve got

8. Lets look to the Research We have an incredible amount of intellectual & human capital in our midst They know the community They have the experience They have the credibility They are perfect candidates to take leadership responsibility

9. Ladder of Empowerment

11. Manipulation Shrewd or devious management, especially for one's own advantage.

13. Decoration An emblem of honor, such as a medal or badge.

15. Tokenism the practice or policy of making no more than a token effort or gesture, as in offering opportunities to minorities equal to those of the majority. there is no real power. they have no power to make change

17. Assigned but Informed the power of setting goals and accomplishments to experience success.

19. Consulted and Informed the process of letting their voice be heard and valued.

21. Shared Decision Making what meetings you are allowed to attend lets you know if your voice is valued.

23. Young leader initiated and directed we need to allow THEIR ideas to have a chance to make a difference.

25. Ready to move on without you they are truly empowered.

27. The State of the Union The sentiment of this generation across the globe: WHO WILL LEAD ME?

28. Breaking Self-Destructive Traditions Calling Out the Old System Fear Loyalty base… Where were you twenty years ago?

29. New Leadership Styles We Need You To Lead Us “Change almost never fails because it’s too early. It almost always fails because it’s too late.” “Credit is not the point. Change is.”

30. Tribes (cont.) The top isn’t the top anymore because the streets are where the action is. “find the leaders who are doing things differently and making change, and than amplify their work, give them a platform and help them find followers – and things get better. They always get better.” The organizations of the future are filled with smart, fast, flexible, people who are on a mission.

31. Starfish and the Spider The phrase “you should” doesn’t even exist in the apache language. Coercion is a foreign concept. Pg. 20 “In a command-and-control environment, you can closely track what everyone is doing, but being watched and monitored makes employees less likely to take risks and be innovative” pg. 128

32. MENTORING

33. Mentor: What does it mean? Oxford Dictionary (noun) An experienced or trusted adviser An experienced person in an organization or institution who trains and counsels new employees or students Summary Someone who invests into a another’s life either directly or indirectly

34. Looking to the Past for Perspective Think for a moment about the following questions: Who has had the greatest impact on your life as a mentor? What did they do? When did this occur? Where did this take place? Why did this happen?

35. A Mentoring Quiz People with mentors make more money than those without mentors. T/F People with mentors derive greater job and career satisfaction than those without mentors. T/F People with mentors are promoted more than those without mentors. T/F People with mentors have greater job mobility than those without mentors. T/F People with mentors have better work-family balance than those without mentors. T/F

36. Three Obstacles to Mentoring Finding the Time A Solid Commitment Choosing the Right Goals

37. Mentoring 101 Two Types of Mentoring Formal Mentoring Informal Mentoring

38. Mentoring 101 Two Perspectives of Mentoring Multiple Mentors Professors, Religious Leaders, Executive Directors Family members, Professionals, Leaders from the past, Authors, ect. The Mentor as a Guru

39. The Apprentice Model Early Leadership Lessons Tandem Training Succession Confirmation Permission To succeed or fail Provision

40. Question I What are your strengths as a leader?

41. Question II Who can you begin to mentor? Passion Potential

42. Your Own Philosophy of Mentoring Why do I want to mentor others? In other words, what’s in it for me? What is the protégé’s role in setting the tone of the relationship? What do I expect from the protégé in this relationship?

43. Mentoring in Action A Paradigm for Accountability Advisors Peers Emerging Leaders

44. Advisors Emotional Support Encouragement Acceptance Friendship Career Help Coaching Feedback Effective Role Model Visibility & Exposure

45. Peers Grounded in Reality Integrity over Competence Community over Individualism Endurance over Impatience Humility over Celebrity

46. Emerging Leaders Cultivates humility Changes one’s methods Energizes

47. Starting the Emerging Leader Conversation How do I do this? Who or what is that? Why is that? Can you tell me a story? What kind of relationship do we have?

48. Empowering Young Leaders… John Lewis