RWJF Ladder to Leadership Program: A Story of Individual and Community Impact

Leadership Learning Community
Presentation

Ladder to Leadership:

……………………………………………………….

Developing the Next
Generation of Community
Health Leaders

Agenda

………………………………………………………..

•
•
•
•
•

About RWJF and CCL
Why RWJF Made this Investment
An Overview of CCL’s Program Design
An Overview of the Evaluation Design
The Program’s Impact at the
Individual, Organizational, and Community
Levels
• What’s Next
• Q&A

©2012 Center for Creative Leadership. All Rights Reserved.

Robert Wood Johnson Foundation

………………………………………………………..

www.rwjf.org

www.ccl.org
CCL is a nonprofit, educational institution that
reaches more than 120 countries from locations on
4 continents. Nearly 21,000 leaders from 3,000
organizations engage with CCL each year, to think
and act beyond the boundaries that limit their
effectiveness.

Colorado Springs, CO

Greensboro, NC

San Diego, CA

Russia

Brussels, Belgium

Singapore

Why RWJF Made this Investment
………………………………………………………..

• 40+ year history of investing in leadership
development
• Strong support of community-based
nonprofits & recognition of capacity
building needs
• High % of non-profit leaders were expected
to retire
• Focus on early to mid-career professionals
• Confidence in CCL
• CCL’s ability to customize a leadership
experience & draw from a national cohort
of coaches

Program Background
………………………………………………………..

• Awarded a 10-month planning grant to CCL
for program research
• Fielded an online survey = over 1,500
individual responses
• Supported several focus
• Ladder to Leadership
• $3.6M national program
• Ran from 2007-2012 with 8 cohorts in 8
U.S. communities
• High-level National Advisory Committee to
assist with program/evaluation design &
community selection

Communities Selected
Portland, OR
N=30

Central New York
N=26

Cleveland, OH

Newark, NJ
N=30

N=30

Kansas City
N=29

Rural North Carolina
N=19

Albuquerque, NM
N=30

Birmingham, AL

Center for Creative Leadership

N=21

………………………………………………………..


Ladder to Leadership Program
………………………………………………………..

• Develop emerging leaders in
health and health-related
nonprofit organizations
• Up to 30 emerging leaders
from each of 8 communities
• In-depth leadership
development process
includes:

• Multiple face-to-face sessions
• 1:1 coaching
• Action learning team projects
with coaches
• Goal development planning
• Mentoring

www.laddertoleadership.org

Ladder to Leadership:
Developing the Next Generation of Community Health Leaders
Community Collaboration—Site Visit &
Relationship Building

Promotional Event – Launch Application
Period in Community

PHASE I: Orientation to Leadership Development
Kickoff Meeting

Process
Orientation
Webinar

(1-Month)
In Community
1.5-Days

AL Project
Team Meeting
with Coach

(2-Months)

90 minutes

(in community)

PHASE II: Intensive Leadership Development
(4-Months)

PHASE III: Sustaining the Impact

(4-Months)

(4-Months)

Session I

Session II

Session III

Commencement

Leading Self

Leading Self & Others

Influencing Groups &
Systems

Sustaining the Impact

CCL Campus
4-Days

CCL Campus
3-Days

CCL Campus
3-Days

2 AL Project
Team Meetings
with Coach

AL Project
Team Meeting
with Coach

AL Project
Team Meeting
with Coach

(in community)

(in community)

In Community
2-Days

(in community)

Follow on coaching calls

PROGRAM EVALUATION

A national program of the Robert Wood Johnson Foundation
in collaboration with the Center for Creative Leadership

M
E
N
T
O
R
I
N
G

Evaluation Planning
………………………………………………………..
• Evaluation plan developed by CCL team:
o 2 CCL Evaluators
o 1 General Consultant
o 1 Social Network Analysis Consultant
• Vetted by:
o CCL Full Team
o RWJF National Advisory Committee: Evaluation
Sub-team members (including Claire Reinelt &
LLC)
o RWJF: Program Officer


Evaluation Questions
………………………………………………………..
To what extent is the program identifying and recruiting participants
from the intended population?

What impact is the program having on individual leadership
development?
What impact is the program having on the Fellows’ organizations
and communities?

What are the barriers and facilitators of program impact?
What have we learned that can inform future leadership
development efforts in this field?

Evaluation Design Timeline
Baseline

Short Term
Impact

Intermediate
Impact

Long Term
Impact

(0 months)

(7-11 months)

(13-16 months)

(28-30 months)

• Social
Network
Survey
• Cohort &
Community
Profiles

•
•
•

Brief Impact Surveys -1&2
AL Coach Survey
Community Context Assessment

•
•

(Formative)
End of Session Surveys
CCL & RWJF Staff Debriefs

PHASE I
• Kick Off
• Action
Learning
Teams &
Project
Selection

REFLECTIONS®

• SNA-2 & Impact
Survey
• Boss Survey
• AL Coach & Team
Sponsor Surveys
• SCM Interviews

PHASE II
•
•
•
•

Sessions I-III
Action Learning Team Work
Goal Planning
1:1 Coaching

•

Commencement


• SNA-3 & Long
Term Impact
Survey
• Boss Survey

PHASE III
•
•
•
•

Mentoring Workshop
Mentoring (6-12
months)
Sustaining the Impact
Measuring the Impact

Evaluation Scope

………………………………………………………..

2,776 SURVEYS &
INTERVIEWS
completed!
1,725 PEOPLE provided data!


Recruitment
………………………………………………………..

•
•

Age:
Race/Ethnicity:
o
o
o
o
o
o
o

White:
African-American:
Hispanic/Latino:
Multi-racial:
Asian:
Other:
American Indian:

37.7 years
65%
20%
8%
5%
2%
1%
<1%

• Years with Organization: 4.9 years
• Average # of applicants: 41.3

Reactions to the Program
% of participants who “agree” or “strongly agree”

………………………………………………………..
Would recommend
LTL

Content is relevant

LTL met my
expectations
Format & time
demands are
feasible
0%
20%
40%
60%
80% 100%
Immediate Post (n=176)
1 Year Post (n=101)

Individual Impact


Findings from REFLECTIONS®
% reporting ability “improved” or “significantly improved”

………………………………………………………..
Leadership effectiveness

Awareness of impact of behavior…
Readiness for leadership…
Use feedback to make changes
Effective on collaborative projects
Understand different perspectives
Work across organizational…
Use systems thinking
Coach others in the organization

0%

20%

Self (n=193)

40%

60%

80% 100%

Others (n=1,648)

“The first session really opened my
eyes to what leadership means and
gave me a glimpse into what I could
become.”
~ LTL Fellow (North Carolina)


It wouldn’t be an exaggeration to say that Ladder to Leadership saved my
career. I think if I hadn’t gone through the program, I would have abandoned
the nonprofit world. I am excited to have this new opportunity to serve my
community. For this, I give a huge “thank you” to the Robert Wood Johnson
Foundation.
~ Deborah Hoffman, Albuquerque Fellow

Individual Impact: Long Term
% reporting improvement to a “great” or “very great” extent

………………………………………………………..

77%

• Increased ability as leader

64%

• Took on more
responsibilities

60%

• Effectively engaging in
collaborative relationships

All Self ratings, n=100

Organizational Impact


Organizational Impact:
Intermediate

% reporting ability “improved” or “significantly improved”

………………………………………………………..
Ability to deal with complex
challenges
Work group collaboration
Quality of decision-making
processes

Work-related social
networks
Openness to diverse
perspectives
Coaching enviroment

0%
20%
Self (n=193)

40%
60%
80%
Others (n=1,607)

100%


Organizational Impact: Long Term
% reporting improvement to a “great” or “very great” extent

………………………………………………………..

61%

• Working across
organizational boundaries

66%

• Increased team
collaborations

61%

• Leveraging resources to
support work of the
organization


“I believe it increased connections to
outside future leaders that resulted in new
collaborations and strengthened existing
relationships. It also gave fresh perspectives
on leadership style that influenced
leadership within and external to our
organization.”
~ LTL Fellow’s boss
(Cleveland)


Since completing the program I
spearheaded a merger of two non-profit
organizations and quadrupled my
budget and employees. I went from
Executive Director to Chief Executive
Officer. The new organization is one
year old this year and we are doing
great. Under my leadership we have
completed and are implementing a
strategic plan (with a comprehensive
succession plan). I have the best
relationship with my board of directors
(they were my nemesis during the LTL
days)! In March of this 2010 I was
provided with an award of Non-Profit
Executive of the Year. “
~ Cassandra Sheets, Central New York

Community Impact


Community Impact: Intermediate
………………………………………………………..

62%
66%

• Increased ability to identify
health-related needs in the
community (to a great or very great
extent)

• Increased ability to identify
health-related resources in the
community (to a great or very great
extent)


Community Impact: Long Term
………………………………………………………..

44%

51%

• Leading collaborative
projects in community (to a
great or very great extent)

• Leveraging networks to
address community health
challenges (to a great or very
great extent)


Collaboration with Other Fellows
Central NY - Time 1, Time 2, Time 3

Time 1
Density = .03

Time 2
Density = .15


Time 3
Density = .10

“One of the specific areas that I identified for
improvement through the LTL Program was
collaboration skills. As a result of this, even
though I have strong introvert tendencies, I made
a conscious effort to spearhead a multi-agency
grant application process that resulted in the
award of a $568,000 grant for our county for
pregnant and parenting young women.”
~ LTL Fellow
(North Carolina)


“Our action learning team is working to
improve food access through virtual
grocery ordering and delivery…My heart
soared when I heard residents talking
about “our project” and “our nutrition”!
I sat with a mom while she checked
nutrition labels for fruit snacks, and
chose one without high fructose corn
syrup. She had been giving her two
children candy from the local
convenience store as their afternoon
snack. What a transformation to be
witness to!”
~Jennifer Smith, Kansas City Fellow

Community Impact Through
Action Learning
………………………………………………………..
• Birmingham Team--Community Garden
• Birmingham Team—Health-E-Teen
Website/Grant
• Newark Team—formed a nonprofit to
help community members find ways to
connect to volunteer opportunities
• Kansas City Team—On-Line Food
Delivery Program
• Kansas City Team—Funded to create
nonprofit focused on trauma stewardship


Learning Application: Barriers
• Time
• Economy
• Organizational Support
• Race, power, privilege


Conclusions
………………………………………………………..

• Fellows improved leadership skills
o Identifying strengths & developmental needs
o Engaging in collaborative relationships
o Effectiveness as a leader

• Fellows’ organizations were impacted
o Collaboration
o Decision-making
o Networking

• Fellows’ communities were impacted
o Developed network of leaders
o Collaborations resulting from network

What We Learned &
Where We are Going Now…
………………………………………………………..
• The importance power of Boundary
Spanning Leadership
• The need for team/coalition-based work in
community settings; supported by
leadership development and a coach
• The need to continually raise people’s
consciousness about race, power, and
privilege issues within communities


QUESTIONS


RWJF Ladder to Leadership Program: A Story of Individual and Community Impact

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