We distributed this version of the cards at the Business Services Group/Business Services Reps Training in DC the first week in May.

1. DR DR
AF AF
T T
Things we’ve learned Things we’ve learned
about Workforce about Workforce
Leadership Leadership
DR DR
AF AF
T T
Things we’ve learned Things we’ve learned
about Workforce about Workforce
Leadership Leadership

2. Enhancing Workforce Leadership is a Technical Enhancing Workforce Leadership is a Technical
Assistance Project of the Employment Training Assistance Project of the Employment Training
Administration of the US Department of Labor Administration of the US Department of Labor
operated under contract by Social Policy Research operated under contract by Social Policy Research
Associates (Oakland, CA). Associates (Oakland, CA).
Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership
For more information: For more information:
www.EnhancingWorkforceLeadership.org www.EnhancingWorkforceLeadership.org
Enhancing Workforce Leadership is a Technical Enhancing Workforce Leadership is a Technical
Assistance Project of the Employment Training Assistance Project of the Employment Training
Administration of the US Department of Labor Administration of the US Department of Labor
operated under contract by Social Policy Research operated under contract by Social Policy Research
Associates (Oakland, CA). Associates (Oakland, CA).
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 conveners. 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
Unemployment Self-employment Unemployment Self-employment
Economic Development Industry/Social Innovation Economic Development Industry/Social Innovation
Homelessness Rural Poverty Homelessness Rural Poverty
Neighborhood Poverty Broadband Connectivity Neighborhood Poverty Broadband Connectivity
Job Creation Sustainability Job Creation Sustainability
Industry Transition Work Experiences for Youth Industry Transition Work Experiences for Youth
Resource Development Skill Gaps Resource Development Skill Gaps
High School Graduation Distressed Communities High School Graduation Distressed Communities
College Access Multigenerational Workplace College Access Multigenerational Workplace
Rural Engagement Community Engagement Rural Engagement Community Engagement
Entrepreneurship Transportation Entrepreneurship Transportation
Sector/Cluster Strategies Career Navigation Sector/Cluster Strategies Career Navigation
"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
Unemployment Self-employment Unemployment Self-employment
Economic Development Industry/Social Innovation Economic Development Industry/Social Innovation
Homelessness Rural Poverty Homelessness Rural Poverty
Neighborhood Poverty Broadband Connectivity Neighborhood Poverty Broadband Connectivity
Job Creation Sustainability Job Creation Sustainability
Industry Transition Work Experiences for Youth Industry Transition Work Experiences for Youth
Resource Development Skill Gaps Resource Development Skill Gaps
High School Graduation Distressed Communities High School Graduation Distressed Communities
College Access Multigenerational Workplace College Access Multigenerational Workplace
Rural Engagement Community Engagement Rural Engagement Community Engagement
Entrepreneurship Transportation Entrepreneurship Transportation
Sector/Cluster Strategies Career Navigation Sector/Cluster Strategies Career Navigation
"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 Europe, ✓ OECD-based analysts and innovation experts from Europe,
Asia, and neighbors in the Americas are becoming regular Asia, and neighbors in the Americas are becoming regular
participants in workforce association meetings and events. participants in 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 Europe, ✓ OECD-based analysts and innovation experts from Europe,
Asia, and neighbors in the Americans are becoming regular Asia, and neighbors in the Americas are becoming regular
participants in workforce association meetings and events. participants in 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 and reaching retirement age...how do we institutionalize the knowledge and
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 and reaching retirement age...how do we institutionalize the knowledge and
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. Many thanks to the 102 Many thanks to the 102
workforce leader contributors workforce leader contributors
we have engaged formally (to we have engaged formally (to
date), and the dozens of date), and the dozens of
people we continue to meet people we continue to meet
with and talk to about what it with and talk to about what it
means to be a workforce leader means to be a workforce
today. leader today.
Stay tuned... You inspire us.
Stay tuned... You inspire us.
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
Follow us on Twitter: @WFLeadership Follow us on Twitter: @WFLeadership
For more information: www.EnhancingWorkforceLeadership.org For more information: www.EnhancingWorkforceLeadership.org
Many thanks to the 102 Many thanks to the 102
workforce leader contributors workforce leader contributors
we have engaged formally (to we have engaged formally (to
date), and the dozens of date), and the dozens of
people we continue to meet people we continue to meet
with and talk to about what it with and talk to about what it
means to be a workforce leader means to be a workforce
today. leader today.
Stay tuned... You inspire us.
Stay tuned... You inspire us.
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
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