While the Library building will remain open during the Thanksgiving holiday, the Service Desk will have reduced hours.
The Service Desk will close at 11:00pm on Wednesday, November 23rd. Please plan in advance if you’d like to borrow reserves, DVDs, equipment, or pick up holds or ILLs before break!
The Service Desk, Reserve/AV Room, and Plan Room will reopen at 6:30pm on Sunday, November 28th. Regular hours will resume at that time.
The last day to request books or A/V materials via Interlibrary Loan this semester is Monday, December 1st. (You can keep requesting articles.)
Remember that even when you’re away from the library, you still have access to over 125,000 academic ebooks, 40,000 online journals, and dozens of research databases, all searchable from one place! When you use library resources off campus, if you’re prompted to log in, just use your Marlboro username and password.
Have a wonderful break!
- 100% of participants highly recommend the program to others
- 100% rated ALIGN overall and the trainer as “outstanding”
- 100% agreed “ALIGN will help strengthen the impact of my work in the world”
- 100% built their leadership skills, 67% “by a tremendous amount”
- 100% agreed “In ALIGN I experienced meaningful support from a trusted circle of peers”
- 100% agreed they will use what they learned
A benefit corporation (B Corp) is a business that includes positive impact on society, workers, the community and the environment in addition to profit as its legally defined goals.
For 9 years, B Corps from around the world have gathered at an annual retreat to build community and set goals for advancing the movement of People Using Business as a Force for Good™. On October 20th, 500 members of the B Corp community gathered for the B Inspired conference in Philadelphia. The theme of the gathering was: Towards an Inclusive Economy.
Four attendees are part of the Marlboro community. We got in touch with each of them to capture their biggest takeaways.
Travis Hellstrom: Advisor for Social Innovation concentration at Marlboro, core CNL consultant. Travis has been part of this movement for six years. At this year’s conference he was representing three different B Corps.
- Evolving focus of BLab. Over 40 states and some countries have passed B Corps legislation, and as a result the focus of the conference has shifted. Travis says, “[The focus] is becoming ‘be like a B Corp.’ That’s something all companies can do, regardless of whether or not they can become certified. I think for the founders [of the B Corps movement] that is becoming a strong motivation. To use business as a force for good worldwide it can’t just be 2,000 or 20,000 B Corps. There are over 200 million businesses in America. With so many businesses they are encouraging all companies to use the impact assessment.”
- Giving more power to B Corps. “I helped lead a session on leadership and coaching. We used the ‘unconference model,’ in which you ask people to facilitate a session with a general topic but allow the learning to take place within the group. I framed some questions and activities, but in general the groups were teaching each other about best practices, advice around coaching and leadership, principles they stand by, resource sharing and reporting it out. I think the model worked really well.
Julie Fahnestock: Marlboro MBA Alumni and Founder of BStorytelling This was Julie’s first year at the retreat, but she was in good company. About 80% of attendees were newcomers.
- The BLab challenge. Julie shared that, “For the first time ever, BLab has set a goal for the community. Over the next 12 months, they are challenging B Corps to set goals and improve on three or more inclusion metrics. We had a breakout session on ‘what is it going to take?’ We mapped the challenges and solutions. The resounding theme was that this has to be heart change; it can’t just be tactical or incentive-based. You can build best practices, you can write a statement, but that doesn’t get people to want inclusion and want work with each other. They need to see the value, to do the work to constantly recognize and check personal biases. It doesn’t matter what industry you’re in. It’s a human issue. It’s been a fear of companies to share these challenges. They feel they should have it figured out, and that to admit they don’t is to take a risk. We want to get past the shame, looking at this as a journey.”
Kerry Secrest: Director of the Vermont Women’s Leadership Circles at Marlboro, core CNL consultant, and owner of Watershed Coaching, a Certified B Corp consulting practice. Kerry presented at this year’s conference.
- Inclusion and Diversity. Kerry says, “I’m excited that inclusion and diversity is being recognized as an integral conversation for business rather than an add-on.”
- Creative networking. Retreat attendees were encouraged to get to know each other through shared activities and work. Kerry took part in a session that involved real learning about water runoff and management in cities like Philadelphia. She said, “I appreciated getting to do things like that. It was an amazing way to meet people, participate, and talk in an informal way. It was much more meaningful than standing around drinking coffee together. We actually got to help.”
- Finding a tribe. “It was inspiring to be around like-minded people where I didn’t feel the need to prove myself, where there was an understanding of shared values. There was a great feeling of being with your tribe.”
Stacy Metzger: Marlboro MBA Alumni and General Manager at PV Squared Solar
- Bringing back the lessons. Stacy left feeling inspired and excited to “return to PV Squared Solar with ideas for fostering more inclusion both in terms of our culture and the talent we seek, as well as in the work we do and our product offerings. The first step will be for us to do some hard work to understand our biases and our blind spots, so that we can open ourselves to change and welcome more people with broader backgrounds to the team.”
David Pierce, a Marlboro College student whose tragic death in 2003 deeply impacted our community, is remembered each Fall. Many on campus still have fond memories of David, and a bench and apple tree outside of the Library commemorate his life and time at Marlboro. Additionally, David’s family established a fund for the Library to purchase items that are not necessarily for academic purposes, but rather for fun. Think graphic novels, current popular fiction, movies, TV series, etc. Each year, the Library buys a few more items using the fund established in his memory.
This year, we are asking for your help in choosing what to buy!
Between now and midnight on Friday, 11/4, email firstname.lastname@example.org (or call, or stop by, or comment below…) with the titles of any movies, books, graphic novels, or other items you’d like the Library to add. Remember: fun, not work (though the two aren’t always mutually exclusive!).
We’ll make a list of all your suggestions, then put them to a vote. Students will be emailed a link to a survey; voting will be open through the end of the day on Wednesday, November 9th. When voting is over, we’ll rank the selections, start buying with the top vote-getter, and continue down the list as far as we can.
In the meantime, stop by the Library to see some of the items that have been bought with David’s fund in past years. They’re currently on display on the ground floor, across from the Service Desk.
We caught up with John Sayles of the Vermont Foodbank to get his take on collective impact in Vermont. John is a part of the Cal-Essex Accountable Health Community (CACH), a collective impact initiative currently taking root in the Northeast Kingdom. From our interview with John and our own work we pulled 5 tips for starting a successful collective impact initiatives in Vermont.
1. Be patient. “[The biggest thing is to] know that this is going to take time, just getting everybody on the same page and figuring out your shared goals can take two years.” “If you don’t have that trust you’re not going to succeed.” -John Sayles At the Center for New Leadership we make sure that each meeting starts with an opportunity to get to know one another. Our theory is that if folks are going to come back to the meetings for one of two reasons–the relationships are meaningful and enjoyable or the work is compelling and meaningful.
2. Focus on and celebrate small wins. “There were discrete projects that we were able to all work together and share information and share resources and accomplish them. And then we were able to celebrate that. It has really given us the momentum to keep moving forward.” -JS Trust and meaningful work can be built by working on small projects together and creating shared victories. This keeps membership engaged while allowing time to practice sharing resources and working together. It also helps make a strong case when seeking funding or new partners.
3. Get the right people at the table. “The amazing thing about this initiative is that it has been going on almost three years, and it’s still all CEOs and executive directors coming to the leadership meetings. We have a very open and inclusive culture. Anyone and everyone is invited to come to the meetings, listen to what’s going on, and participate. I think it’s great. In a community like the NEK people want to know what is going on. It really feels that it is our backyard.” -JS In small towns it is crucial to have the right people at the table.CAHC has been able to make progress by ensuring that organizations send representatives empowered to make decisions. At CNL we work with groups to build systems that are intentionally inclusive and diverse.
4. Focus on securing resources “We received one of five three-year, $280,000 grants…to create a structure behind the work that we’re doing and figure out how to create a backbone organization, and actually spend the time and the resources to create shared outcomes and the indicators.” -JS A collective impact effort cannot succeed without resources to sustain it. Especially in rural areas, resources need to be part of the conversation from the beginning. At the Center for New Leadership we encourage leaders to think of new or unlikely partners, and to involve the for-profit community from the beginning. By formally bringing all seven CAHC partners together they were able to receive a large grant through Feeding America.
5. Don’t reinvent the wheel
“One of the interesting things about Collective Impact, you set your leadership table and then you have work groups in the community working on different aspects of your shared outcomes. But in NEK there are already groups working on these things. It would be insulting to them to start new groups. So right now we’re in process of creating deeper relationships with all of these groups.” -JS
By mapping what is already going on in a community a collective impact initiative can gain new insights, information, and partnerships. At CNL we base much of our measurement work in results-based accountability, a framework used by the State of Vermont and many other mission-driven organizations. By keeping the methodology consistent we insure that everyone is speaking the same language.
The Center for New Leadership at Marlboro College and Strolling of the Heifers have joined forces to bring a new lineup of free Management Idea Exchange (MIX) workshops to the Brattleboro community. The workshops will take place once a month from 12pm to 1:30pm at the River Garden. Directors and staff of mission-driven organizations are invited to join for new tools in management, networking opportunities, and the exchange of ideas.
This fall’s topics kick off on September 13th with “Do You Want to Become a Gold Star Board Member” led by Abbie Von Schlegell. Other topics include “The Importance of Keeping Customers Even if You Make a Mistake” with David Williamson, “PLAY IT FORWARD: An Afternoon of Compassionate Creativity” with Kali Quinn, and “Effective Leading and Decision-making using the Learning Compass” with Merryn Rutledge.
The workshops build on the experience of participants to reach new horizons in professional efficacy. Each session is presented by an instructor from one of the Marlboro graduate degrees in management, or by a local nonprofit, government, or business leader.
“Strolling of the Heifers is always looking to support economic development,” says Executive Director Orly Munzing. “Partnering with Marlboro College’s MIX workshops will bring to the table collective ideas and cutting edge tools that every mission-driven organization needs as we move forward in growing our community.”
For a complete list of dates and topics, and to register, visit www.marlboro.edu/hotmix.
The Center for New Leadership at Marlboro College is a community focused on exploring and applying new approaches to leadership. Working with mission-driven individuals, organizations and coalitions, we build leadership capacity through teaching, coaching and consulting. Learn more online at www.marlboro.edu/CNL
First published in “Giving in Action: Marlboro College Philanthropy Magazine”
Budgets, boards, organizational management, and staff development are just a few of the daily challenges faced by nonprofit organizations, made more difficult in a small, rural state like Vermont where nonprofit leaders can feel isolated. Marlboro College is meeting those challenge through the Center for New Leadership (CNL), launched in 2015 to provide a variety of programs for emerging nonprofit leaders in the region. CNL was buoyed by a generous grant last year from American Express Foundation, a national leader in corporate social responsibility with high-profile grantees ranging from the American India Foundation to the National Urban League.
First published in “Giving in Action Marlboro College Philanthropy Magazine”
A program of Marlboro College’s Center for New Leadership, Women’s Leadership Circles (WLC) of Vermont have been providing training, tools, and support for women in leadership positions since 2011. In March they convened the first-ever statewide gathering drawing together women from WLCs around the state, made possible through the generous support of the law firm of Downs Rachlin Martin.
We’re delighted to introduce six new management faculty members who will be teaching courses in the our MSM and MBA programs. We are inspired by their work to bring pragmatic, effective tools and processes in support of social justice, community sustainability, and collaborative leadership, and look forward to working and learning together with them. Please join us in giving them a warm welcome!Melissa Weekes-Laidlow, former managing director of Race Forward: The Center for Race Jusice Innovation, is now Social Entrpreneur in Residence at Echoing Green as well as president of her own organizational development firm in New York focused on social innovation, racial equity, collaborative leadership and arts and culture. She holds an M.Div from Harvard, J.D. from NYU and BA at Wesleyan. Melissa will teach “Equity, Equality and Inclusion” this fall. Curtis Ogden is senior associate at Interaction Institute for Social Change, VP of the New England Grassroots Environmental Fund board, and a member of the Food Solutions New England Network design team. As guest faculty in the “Equity, Equality and Inclusion” course, he brings his expertise in leadership development, program design and community building. Curtis earned his BA at U Michigan and M.Div at Harvard. Beth Tener, principal of New Directions Collaborative and former ED of Sustainable Steps New England, works with collaborative cross-sector initiatives to address complex challenges such as transition to a clean energy economy and revitalizing communities. Bringing decades of experience in network thinking and collaborative leadership, Beth joins veteran faculty-partner Tristan Toleno to co-design and co-teach “Advanced Systems Leadership” this fall. Beth holds an MS from the Imperial College in London, BA from Bates, and a certificate in Permaculture Design. Kevin McQueen, joining Marlboro to teach “Foundations of Financial Decision-Making” this fall, balances his extensive experience in corporate finance with a deep commitment to facilitating social change through mission-driven organizations. He pursues these dual passions as a partner at BWB Solutions LLC, a national consulting firm specializing in planning, governance and impact investing. Kevin serves as Chairman of the Board of Partners for the Common Good, and has published on practices to promote success among low-income entrepreneurs. Kevin holds his AB from Brown University, and also teaches at Parsons School of Design and the New School’s Milano School Tina Lee Hadari, creator of the spring “Launching Nonprofit Ventures” course, united her arts expertise and commitment to social justice by creating Music Haven, an award-winning organization that provides music education, performance and leadership development opportunities to low-income young people in New Haven, CT., After many years as the founder-director of Music Haven, Tina is now a creative strategist working with nonprofits to accelerate their growth and social impact, Tina earned a dual BA from Tufts and New England Conservatory, an MA from Yale, and a Ph.D. in music from University of Colorado. Robert Crowley is the director of IT at Hampshire College and the founder-CEO of Pivotwerks, a firm that uses right-brain tools to solve left-brain problems using design thinking and agile execution. With both a bachelor’s degree and a Certificate in Project Management from Marlboro, Bob came back to the Grad School this spring to co-design and co-teach a new MBA seminar in “Ideation, Design Thinking and Strategy” with veteran MBA faculty-partner Cheryl Eaton.