When people hear that Public Allies is an AmeriCorps program that involves a 10-month service apprenticeship for young adults, they often lump us in with other youth service programs. The list is long and full of amazing groups doing important work; we’re honored to be in their company. But sometimes the lumping tendency does a dis-service to service groups in that it overlooks our distinct differences. At Public Allies, we believe that our inclusive, collaborative definition of leadership is what sets us apart.
That’s why I’m posting the speech below. It was delivered by our CEO, Paul Schmitz, at the plenary session of this year’s annual Independent Sector conference. I think it does a wonderful job expressing Public Allies’ approach to leadership. If you’re thinking of being an Ally, this will help you understand what it’s all about. I hope you find it inspiring and thought-provoking. -DMB
My greatest influence growing up was John Lennon, who said. “I am he as you are he as you are me and we are all together”… I never understood that, either, but he also said. “Think globally, act locally.” And I understand that and it frames how I think about dealing with some of the big global challenges we are facing today.
I think people need to see change where they are to believe that solving bigger problems is possible. If we are to build civil society in an increasingly uncivil culture and solve problems, we must think more from the bottom up.
Steve Heintz, CEO of the Rockefeller Brothers Fund, quoted Peter Drucker that in turbulent times, we cannot solve problems today using yesterday’s logic. I would add to that we also can’t solve problems using yesterday’s leadership…
Now let me be clear about that. I am not voicing a rejection, but an invitation for you to make our tables bigger, broader, and more diverse. There is still a seat for you.
At Public Allies we talk about changing the face and practice of leadership, because if you change who is at the proverbial tables, the tables themselves must also change.
By changing the face, I’m saying that we must bring more diverse people and perspectives to our tables. It is imperative. As a sector we fail to do that.
One of my Allies a few years ago was doing her presentation of learning. It is how they demonstrate what they’ve learned at the end of our program. Her supervisor, a boomer and ’60s activist, asked her what his generation of activists and leaders needed to learn that her generation understands. She replied, “Your generation sees diversity as an ideal, something to believe in. We learned that it is an action, something you do.”
Our sector believes in diversity very well, but we don’t do diversity well. That must change.
And if we change who is at the table, the table itself must change. We must think about how to solve problems differently.
Many of our nonprofits here today have grown a lot. We’re serving more people, we’re managing better, we are achieving more outcomes, and we have evidence our programs work. Yet, social problems linger and racial and other disparities have grown.
In my community, we have had a dramatic increase in youth programs, after-school programs, education organizations, choice schools, charter schools, teaching programs, and all the rest. If I consult their websites, annual reports and funders, they are all meeting lots of outcomes and some have won national awards and recognition for evidence and innovation. But it doesn’t add up. In fact, despite all these “proven” efforts, we continue to have the worst 3rd grade reading scores for African American children.
There is no evidence that the aggregation of evidence-based, control-group-researched, outcome-focused services add up to needle-moving change on important issues. Improved strategy, management, outcomes, and evidence are probably necessary to move the needle, but they are not sufficient.
Perhaps we have to reverse-engineer how we think about solving problems. We need to look at communities where the graduation rate is up 20%, the crime rate cut in half, teen pregnancy down by a third and figure out what added up to produce those results. My hunch is that there were successful programs but that they were combined with political will, organizing, advocacy, community engagement, and community building. Top down solutions don’t work if they don’t engage communities in the solution.
The pendulum has swung over the last 20 years toward an emphasis on nonprofit leadership as management and service as science. What has been lost is the art of service – how we lead, engage, and organize with communities. The science of service may be necessary but it is not sufficient to create real change without the art of service.
So I think that to address these big challenges, we have to get real about how we engage diverse communities so that we can really begin to solve problems closer to home.