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The American Review of Public Administration Volume 36 Number 4 December 2006 382-391 2006 Sage Publications http://arp.sagepub.com hosted at http://online.sagepub.com
The number one challenge for public, not-for-profit, and for-profit organizations is leading beyond boundaries. I cannot think of a single organization I have touched in the past two decades that owns even a majority of the assetscapital, intellectual, or humanthat it must lead in order to be successful. We are totally reliant on the cooperation and collaboration of partners, suppliers, contractors, governments, nongovernmental organizations (NGOs), and communities in meeting our goals. Truly excellent organizations and leaders excel in engaging all the resources required for success, but these organizations are few and far between. I can think of no public sector organization that can go it alone or simply collaborate within government. At the Department of Defense (DOD), the number of partners involved in the conflicts in Afghanistan and Iraq extends well beyond other governments to contractors, other agencies, NGOs, local communities, and more. At other agencies, Hurricane Katrina provided a most visceral example of this challenge of leading across boundaries, but examples exist everyday in cleaning up Manhattan project sites, creating effective landuse partnerships, delivering the new Medicare drug prescription benefits, improving our schools, and so on. We need to broadly understand partnerships and adapt our leadership to constantly build and reinforce coalitions if we are to be successful leaders. During my time at the Partnership for Public Service, I participated in a number of studies and panels focusing on leadership of the blended workforce. The conversation almost always devolved into a discussion of how evil contracting out is versus how we leverage all the assets federal leaders touch. At forums about partnerships and collaboration, I heard a great deal of cynicism about working with the private sector or entrusting real responsibility to state and local entities. We must develop leaders throughout these organizations who create solutions across sectors and leverage our precious dollars and resources effectively in solving highly complex problems. Nowhere is this challenge more evident than in not for-profit organizations. The biggest rap against not-for-profit management is the lack of accountability for real and sustainable results. The refrain you will hear in trying to set goals in this sector is We dont have control over . . . or We can only do so much. I heard this from dozens of otherwise talented leaders, and my response was always, Then why exist? Funders and donors are extremely conscious of this leadership and accountability gap. Money is shifting to those leaders who demonstrate competency in producing results through highly innovative and effective collaborations or new ventures. I am fortunate to work for a not-for-profit where leaders believe that they can and should be accountable for significant results outside their direct control and where they have the competencies to build and manage coalitions. I moved to the World Wildlife Fund for two reasonsmission and global business and political savvy. Through highly innovative projects and leadership, we are achieving results that not only save habitats and communities but change global markets and policies to support, expand, and sustain those results.
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multiple passions that extend beyond and yet compliment their professional lives. Lovers of Shakespeare, history, writing, adventure traveling, language, culture, technology, science, and so on. Advocates for many causes outside their professional lives. They feed their passions and use that information to stretch their thinking. They instill that same continued intellectual curiosity and commitment in others and inspire people to continue to grow.
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