About this time last year, our board was reflecting on living into our vision of a world with love, dignity and justice and the elements of a thriving justice ecosystem. At the same time, MAG staff were letting a million flowers bloom - through new partnerships and networks, work in communities of practice, and commitments to strengthening our own organization. This was true, too, of our clients and partners who had found that deeper and wider networks were key to realizing our shared vision for equity and liberation.
Through our work with nonprofit organizations, grantmakers, movement networks and other partners in the field, we have had the opportunity to work collaboratively with people deeply engaged in these efforts toward positive change. Through these partnerships, we are getting increasingly clear that both deep and wide-scale change is found in the interconnected practices that weave together a set of five elements.
Continuous and synchronous attention to these elements is foundational to being in “right relationship” with change—to advancing transformation toward love, dignity and justice. Read More
We are three-plus years into our CoDirectorship. MAG is strong and we are strong. And there are many places we are still growing and learning. In the summer of 2015, when we assumed the roles of CoDirectors, we were clear about our intention to shift the culture of MAG to one of shared leadership – not just a structure of sharing power between two people at the top. We were clear that this is an experiment for staff, for our board, and in some ways for the field.
At the onset, we committed to doing a bigger reflection process at the three-year mark and with the support of our coach, staff, and board, we have completed that process! What follows are some highlights of the process as well as some learnings that have emerged so far… Read More
Every day, new social justice groups emerge led by youth, people of color, members of the LGBTQI community, immigrants and other groups outside of traditional spheres of power. They are bringing their leadership and much-needed vision to address long-existing struggles for equity in their communities. Supporting these emerging groups - and integral to their important work - are intermediaries.
In a recent article published in the Nonprofit Quarterly, we explored the question: how can coaching support individuals and groups to be nimble in complex times?
Organizations, networks, and individuals are using coaching in different ways to foster flexibility and agility in these unpredictable and contentious times. As coaches, we have noticed a trend: when coaching broadens to a critical mass within a group, it can help build the group’s capacity to navigate emergence and complexity. We wondered, what is it about coaching that supports this capacity?