This post is the result of networks and reverse engineering! I wanted to explore whether philanthropy practitioners have used adaptive leadership, the framework developed by Dr. Ronald Heifetz and colleagues at Harvard’s Kennedy School, as a form of reflective practice. Hanh Le, who wrote a great post on Katy Perry lyrics and foundation strategy on this site, introduced me to foundation director and leadership consultant Marc Manashil, who with Dr. Linda Lausell Bryant created a variety of programs at New York University’s (NYU) Silver School of Social Work using the adaptive leadership approach. Those programs are funded by the B. Robert Williamson Jr. Foundation. I wanted to learn how this foundation came to support a form of reflective practice as capacity building, and that’s how I began my conversation with the foundation’s Executive Director, Caroline Williamson. –Jan Jaffe
Caroline: My story is pretty unique. We are a new foundation, not very big and we are a grantmaking public charity. We support programs for underserved children in New York City. That aspect of what we do is traditional charitable work and it is good work. Very early on, we began to experiment with ways to encourage opportunities for reflection and learning among the organizations we supported. Our first grant was for $300K over three years to fund the adaptive leadership work.