3. Your briefing should address the
following questions:
1. In your view, what is the most
essential workforce challenge this
initiative could help us address in the
next five years?
2. How would you invest foundation
resources to maximize our impact on
this challenge? How will you know if
we’re successful?
8. 2. BUILD DIVERSE
1. ADOPT A WIDE-ANGLE NETWORKS
POINT OF VIEW
Leaders collaborate with partners creatively,
using informal networks alongside traditional
Leaders look for new ways to apply their re-
boards or policy councils.
sources and expertise. They focus on commu-
nity problems, not just workforce problems.
3. EMBRACE OPENNESS
4. ENCOURAGE Leaders share the role of leadership with staff,
EXPERIMENTATION partners, and the public. They use social tech-
6. CULTIVATE NEXT nologies to listen, inform, and collaborate.
Leaders know workforce development needs
GENERATION LEADERS new ideas, and new ideas need testing.
Leaders build skills and share knowledge in
in their communities.
5. ADD UNIQUE VALUE
THE FUTURE OF WORKFORCE LEADERSHIP:
can make a real difference in their communities.
Only those who add value remain relevant.
WEADERSHIP
16. US Department of Labor, National Association of Counties, National Association of
Workforce Boards, National Conference of State Legislatures, National Governors
Association, National League of Cities, US Conference of Mayors, California
Workforce Association, 102 Individual Workforce Leader Contributors (to Date)
Flickr Friends: Letter P (takomabibelot);
SF Library (ahockley); Diverse Networks
(US Army Environmental Command, Ft.
Meade, pas.ca); Open (gsimmonsonca);
Board Meeting (isgce); (jdanvers); M&Ms
(averain).
SPR Research Team: Vinz Koller, Kristin Wolff, Trace Elms, Alison Gash, Ricki
Kozumplik, with assistance from Annie Nyborg and Miloney Thakrar
Follow us on Twitter: @WFLeadership
For more information: www.weadership.org
17. Enhancing Workforce
Leadership is a project of:
Seeded with support from:
The US Department of Labor Employment
and Training Administration