Leading for Community Change: Strategic Leadership

Event Date: April 11, 2012

This session is part of the series: Leading for Community Change.  For details about the series, click here.

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Strategic leaders create a vision and lead towards a desired future state. This involves designing a statement of the leadership mission that focuses a team’s effort on a daily basis while keeping the organization’s long-term goals in mind.

The three main questions addressed through strategic leadership are: Where are we today? Where do we want to be in the future? What should we be focused on today to increase the probability of success in achieving our desired future state?

In this session, you will explore how to:
- Increase your personal impact so results will resonate
- Build an organization with vision, mission and values
- Determine where you want to take your organization or idea
- Think at a systems level to make the largest impact in your community

April 11, 2012
9 AM - 12 PM
London Central Library
Stevenson & Hunt Room

Level: Beginner-Intermediate

Target Audience: Executive directors, nonprofit leaders, aspiring nonprofit leaders, board members, social entrepreneurs and social change agents

Investment: Pillar members $65; Non-members $80

To register:
SOLD OUT - to be put on a waiting list, contact

About the facilitator:
Oana Branzei is the David G. Burgoyne Faculty Fellow, the Building Sustainable Value Research Fellow, and Associate Professor of Strategy at the Richard Ivey School of Business, University of Western Ontario, London, Canada. She is also the Director of the Sustainability Certificate program and the founder, convener and host faculty of the PhD Sustainability Academy, an annual event of the Alliance for Research on Corporate Sustainability.

Oana leads major research initiatives on positive social change, social enterprise, sustainable communities, and cross-sector partnerships. She serves on the Editorial Review Boards of Journal of Business Venturing, Entrepreneurship Theory & Practice and the Journal of Trust Research. .

Generously supported by: