United Way Network Wide Talent Management Strategy

1. United Way Network Wide Talent Management Strategy CEO Summit February 14, 2013

2. From a place to work to the “Mission of Choice” The right talent will drive performance & results against the toughest challenges

3. Network-Wide Talent Management Strategy 2013 – 2015 Implementation Goals • Build a strong foundation and infrastructure to ensure United Ways (organizations and individuals) have quality resources, leadership programs, technology and learning to drive organizational performance and results in communities. Enhance Performance Drive Culture Build Capacity Drive organizational and individual performance and results. Improve capability and capability to recruit and retain talent. Further a network culture built on relationships, mutual support and trust. Success across the Next Three Years: United Way as a beacon for talent and leadership to drive cross-sector initiatives and integrated community-focused work … increasingly seen as critical for solving systemic social issues.

4. Implementation Priorities Network Wide Implement a network-wide talent management strategy by lifting priorities from recruitment through succession and initial strong focus: • Implementing competencies, to ensure high-quality talent, consistency and alignment. • CEO and Board development, with an emphasis on enhancing the leadership capacity. • Develop the next generation of leaders and implement succession planning for all United Ways regardless of size.

5. 2013 Talent Management Goals and Priorities Deepen Network Capabilities Programs Engagement Resources New and refreshed resources aligned with the talent management strategy and competencies. Drive adoption and implementation of talent strategy, competencies and succession plans. Strategic leadership development and engagement initiatives for CEOs and Hi-Pos. • Executive Leadership Development Program. • Fellowship Program. • Mentoring Program. • Board Development & Engagement. • Enhanced communication across the network to promote strategy, resources and tools. • Functional competencies for RD and CI (MKTG). • Online database/platform for HI-Pos (modify LEAD). • Performance management system for CEOs.

6. 2013-2014 Executive Leadership Development Program For United Way CEOs Design Overview CEO Summit February 14, 2013

7. About the Program • Designed for United Way Chief Executive Officers as year-long leadership development experience. • The focus of the program is “Collaborative Leadership for Community Impact”. • It is about building trust for community impact through collaborative leadership. • This becomes the “red thread” that runs throughout the experience and themes over the 9 days (or 4 in-person sessions). • The intention is for the CEOs to be able to adapt their own leadership style and approach to collaborative leadership, and to lead accordingly with their boards, organizations, communities, and networks.

8. Program Objectives • My Self • Lead with self-awareness and collaborative leadership to creative the commitment needed for change and performance at all levels. • My Organization • Improve my business and community results by transforming, aligning and leading teams to implement strategies. • My Community and Network • Be a collaborative leader in my community and the network bringing partners and coalitions together to achieve results in the areas of education, income and health.

9. ELDP At-a-Glance Participants: 20 United Way CEOs Alumni: Support and Continued Development • 14-month experience • Four (4) in-person events (2.5 days each) • External Speakers and Thought Leaders • Monthly Group and/or Peer Discussions (Peer Mentoring) • Four (4) Executive Coaching Sessions • Webinars, Resources July 2014 February 2014 4 “My Community, Network & Board” *At Stanford or Mary M. Gates October 2013 3 “My Organization, Community & Network” *At Deloitte University June 2013 2 “My Organization” *At Harvard Business School May 2013 1 “My Self” *At Annie E. Casey Launch Webinar Collaborative leadership for community impact, continued; social innovation; Boardchair engagement (Day 3); graduation Collaborative leadership for my organization, continued, and tools for leading for community impact Collaborative leadership for my organization; leadership strategy Leadership Assessments, 360-Assessment Individual collaborative leadership; 360 feedback; change and transformation Speaker: CCL; Board Source Speaker: CCL; Allen Grossman, HBS Speaker: CCL; FSG Speaker: CCL; Annie E. Casey President *Locations to be confirmed.

10. Collaborative Leadership for Community Impact • The Executive Leadership Development Program • United Way

11. CCL: WHO WE ARE MISSION: To advance the understanding, practice and development of leadership for the benefit of society worldwide. GLOBAL REACH: CCL 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. In addition, there are over 20,000 participants in CCL’s Leadership Beyond Boundaries initiatives across Africa. CCL has its headquarters in Greensboro, North Carolina, USA, and has offices in: Addis Ababa, Ethiopia and Johannesburg, South Africa; Singapore; Pune, India; Moscow, Russia; Colorado Springs, Colorado; and San Diego, California Colorado Springs, CO Greensboro, NC San Diego, CA Brussels, Belgium Russia & CIS Singapore

12. OUR CLIENTS ARE YOUR PARTNERS Our Clients The Value We Bring The largest institute wholly dedicated to Leadership Development and Research 43 Years of Leader Development Published Research Base - 100s of books, 1000s of papers Only Leadership Institute in FT Top 10 for 11 years Firsts: Assessment for Development, 360s, LoE - 70/20/10, Glass Ceiling, TYO, BSL Thought leadership in interdependent and collaborative leadership Co-creation of solutions with our clients • Deloitte • American Express Foundation • Robert Wood Johnson Foundation • 80 of Global 100 • 470,000 leaders since 1970 • More than 20,000 CEOs, Generals/Admirals, Federal SESs in one program alone Colorado Springs, CO Greensboro, NC San Diego, CA Brussels, Belgium Russia & CIS Singapore

13. Our Senior Faculty Jerry Abrams Senior Enterprise Associate Edward Marshall, Ph.D. Senior Partner, Organizational Leadership Fortune 500, Non-Profit, Small Business, Government, & International Development Work Collaborative Leadership, Senior Teams, Cultural Transformation, Executive Coaching Facilitation, Large Scale Change, Collaborative Problem-Solving Collaborative Method® and Collaboration Service Suite® 2 Books and Many Articles on Collaborative Leadership • Commercial, Non-profit, & Government Client Experience • Innovation & Product Development • Brain-based Instructional Design • Instruments, Simulations, Experiential Activities • Process & Behavioral Facilitation • Collaborative Inquiry Methods

14. Dialogue Question • Based on what have heard today about the Executive Leadership Development Program, as a table group please identify the top 3-4 key values for you as CEOs of participating in this program? • For example: • Would it help you be a better leader? • Would it help you grow your organization? • Would it help strengthen your United Way’s impact in the community? • 2. What questions do you have about the ELDP?

15. We Look Forward to This Leadership Journey With You

16. Next Steps • Submit your Letter of Interest to Talent Management by the end of February • Recruitment to launch in mid-March • Contact: talent@unitedway.org

17. THANK YOU