“Affirming differences within and amongst individuals and not assuming that everyone is like me is at the core of cultural competence. As individuals, we each have our own set of experiences, cultures, and ways of seeing. Without an affirmation of these differences, public institutions and the individuals that manage within them serve injustice.”
“Humble leaders value followers and do not seek credit for followers’ accomplishments. Instead, they celebrate those accomplishments. Leaders who lead by example focus on hope and goals rather than fear and orders. The best leaders inspire followers to do greater things through uplifting language and modeled behavior.”
Learning by doing good. This is a model that can work in any community — in or out of school.
“Culturally inclusive organizations are made up of culturally inclusive people.”
At The Intersector Project, we recently began to think about the possibility of creating a resource hub for those interested in cross-sector collaboration. Several piles of books, articles, reports and toolkits later, we’re pleased to announce that we’ve created exactly that.
Connecting two excellent sources for community leadership. ed.
Why do government organizations choose to embark on a journey of improvement using the Baldrige framework? Whether one is a small government department or a large agency, an organization can use the framework to improve the effectiveness and efficiency of its operations as well as develop systematic and innovative processes to strengthen leadership, strategic planning and workforce engagement.
Higher density suburbs first appeared in North America in the 1960s and 1970s. During this time, population growth and new household formation which caused metropolitan regions to spread over a larger radius, taxing highway infrastructure and lengthening job commute times. Many residents were not satisfied with the design and land use planning of these new, denser developments which included townhouses and small lot houses.