Leading from the Middle works to help professionals in community
development and urban planning develop more effective ways to handle
difficult problems. According to our graduates, we are succeeeding.

Consider:

• Fellows said they used what they learned in the program in training or
...to solve problems more effectively, to communicate more effectively, to
...manage conflict, to better address diversity issues, manage meetings
...better, and identify partners.

• Several Fellows said they have already started to see impacts from their
...new experiences. These impacts include being more influential in their
...organizations; being more proactive in resolving problems; getting clearer
...perceptions or new perspectives on issues; and having more productive
...relationships with supervisors, colleagues and constituents.

• Several Fellows said they approached and resolved problems
...differently after going through Leading from the Middle. These include
...“persuading” instead of “selling”, seeking to understand sources of
...resistance rather than blaming others for their unwillingness to agree;
...promoting collaborative leadership within organizations; and using
...systems thinking to better analyze problems.

Participants also reported receiving a number of other benefits from the program, including: reduced stress, joining a network of peers, more confidence, having new tools, and more “open-mindedness.”

Here are some quotes from 2005 graduates of Leading
from the Middle:

“I have been able to use my personal powers to influence the traditional leaders in my organization, to improve my work environment.”

“I now understand that your position is just one of many factors that can empower you to lead.”

“This program has definitely raised my consciousness of the difference between managing and leading; it is challenging me to separate the busy work that makes me efficient from the kind of work I really need to do to be effective.”

“In all aspects, I have begun to identify opportunities to let go of older paradigms and allow/encourage leadership to emerge from the well spring of resources that exist in business and community relationships. I have become a better listener and have learned to ask better questions to surface true needs versus pre-conceived needs.”

“I have approached current, unforeseen, challenges quite differently than I have in the past…I have encouraged (senior-level staff) to allow us to open dialogues with stakeholders and seek viable solutions.”

“I was afraid of being marginalized by a new program at my work, but I was able to keep myself relevant by making the goals of my program central to the new program.”

“I approached certain challenges more strategically, looking for appropriate partners and pathways to support (efforts).”

“People are more receptive to my ideas when they are communicated differently.”

“I am more proactive in resolving work problems—be it troubleshooting an issue for a specific client or devising an action plan to achieve personal goals.”