The World Bank Institute Public Private Collaboration for Gender Equality in Employment in the Western Balkans June 4-10, 2014 Budva, Montenegro : The World Bank Institute’s Leadership for Development Program Greater than Leadership Program on Public Private Collaboration for Gender Equality in Employment in the Western Balkans Introduction This Leadership Program was conceived by The World Bank Institute and the Poverty Reduction/Economic Management Unit (ECSPE) of the World Bank’s Europe and Central Asia Region as part of the ongoing work that ECSPE is doing in the region on issues of gender equality under the support of the Swiss Agency for Development and Cooperation (SDC). The program’s objective is to build dialogue between local actors on gender and employment to increase gender equity in the labor market, with a specific focus on how private sector voluntary initiatives can successfully partner and coordinate with public sector institutions working toward the same goal. Participating countries are Bosnia and Herzegovina, Kosovo, FYR Macedonia, and Serbia. The program will help these countries accelerate the pace of institutional change in a way that builds leadership capabilities while exposing them to good practice in other countries. Reform teams will be responsible for developing reform proposals which identify an obstacle to gender equality in private businesses in their respective country. The teams will then prepare a strategy to address such obstacles. Each country reform strategy will be presented, discussed, and improved upon during a workshop. The workshop will prepare teams to strategically confront the adaptive challenges they will face during the reform process. A focus on the How Despite decades of technical and financial assistance, moving development programs forward remains a major challenge for many poor and middle-income countries. The bulk of development work has focused on finding technical solutions to problems, starting with diagnoses of “what’s wrong”, to recommendations of “good practice”, to assistance toward transplanting those “good practices”. Uneven results arising from this approach suggest that addressing development problems certainly includes, but goes beyond, deploying technical solutions. In addition to sectoral or thematic expertise, successful implementation of development programs requires getting various individuals, groups, and organizations to work collaboratively toward achieving a complex set of objectives. This process ultimately requires acceptance of new ways of doing things. Success thus depends on managing change processes skillfully. Simply put, this is about the How of reforms, which range from Version 7/10/14 Page |2 project level initiatives to large scale policy change. The World Bank Institute has developed a collaborative leadership program – the Greater Than Leadership Program (GTL) – designed to help change agents confront the challenge of the How. GTL defines leadership as a process through which reform teams seek to comprehend and influence behaviors, mindsets, and values of various stakeholders. From this perspective, state or non-state actors can engender collaboration among diverse groups toward achieving a common goal. These actors become catalysts for change by creating and sustaining coalitions, which are necessary, and often critical, for moving development programs forward. This immersion program offers a blend of structured and action learning organized around three pillars: Preparation Phase Workshop Results Lab Phase (Three weeks) (One week) (Six months) Objective: Gain a deeper Objective: Obtain Objective: Frame understanding of real-time support the leadership leadership as teams navigate challenge, and approaches to process of reform identify teams. mobilize coalitions implementation. for reform. During the weeklong workshop, GTL helps teams make the unpredictable and treacherous journey toward the success and sustainability of development programs providing a framework, diagnostic tools and implementation mechanisms, as shown below: Version 7/10/14 Page |3 Framework Diagnostics Implementation Self-Mastery (individual) Constraints to Collective Change Rapid Results Adaptive (team) Leadership Stakeholder Influence Mapping Strategic Communication (coalition) The section below illustrates the modules and their content:  Mapping the landscape: Through Constraints to Collective Action, participants are able to identify and understand fundamental constraints to coalition building. Participants are also introduced to a hands-on Stakeholder Influence Mapping tool for evaluating the political landscape they will need to travel.  Charting the unknown: Through experiential learning, Adaptive Leadership teaches participants to recognize the drive toward development results as a combination of technical and adaptive challenges. Participants are introduced to concepts and tactics useful for unpacking and tackling adaptive challenges, enabling them to chart unfamiliar paths to transforming behaviors, mindsets, and values.  Building an all-terrain vehicle: Based on a set of practical management tools and processes, The Rapid Results Approach cultivates collaborative teams and helps them discover innovative solutions. RRA anchors the results laboratory phase of the program and serves as an onboarding vehicle, by helping teams rapidly achieve results indicative of their longer-term goals, and encouraging others to join the journey toward the ultimate success of development programs.  Navigating a shifting environment: Through sophisticated use of persuasion, participation, and negotiation techniques, Strategic Communication helps teams build political and public support through opinion, attitude and behavior change.  Keeping faith throughout the journey: Through Self-Mastery, participants enhance their ability to maintain focus and determination in the face of unpredictable challenges they will likely encounter on the road to reform. Version 7/10/14 Page |4 Purpose of the Workshop This initiative uses the WBILG Greater than Leadership program to enhance the capacity of change agents (public servants, private sector and civil society) to better identify the complexity of reform challenges, build coalitions, use modern implementation tools and move forward in their change process. As a result, reform teams will have a sharper vision of their reform process, clearer 6 month goals and a work plan to move policies and/or programs forward to achieve their specific reform. Ultimately, this should lead to improved public service delivery conditions in the participating countries of the region. Specifically, the program aims to strengthen a cadre of reform-minded local, regional, and national-level government officials and members of civil society in Bosnia and Herzegovina, Kosovo, FYR Macedonia, and Serbia. This program is designed to help new and existing reform teams and coalitions accelerate the pace of change in a way that builds leadership capabilities while exposing these teams to good practice in other countries. Strategic and Learning objectives The workshop has the following strategic objectives: 1. Help to build dialogue between local actors on gender and employment. 2. Help to build and strengthen leadership capabilities among key actors for women's economic empowerment 3. Improve gender equality awareness and actions through private sector voluntary initiatives and coordination with the public sector. Drawing on their own experience and through an immersion “problem-based approach, at the end of the workshop participants will: 1. Be able to use the adaptive leadership framework in order to distinguish technical problems from adaptive challenges, identify formal and informal authority and know the importance of interventions to mobilize stakeholders and so exercise leadership. 2. Have a better appreciation of the value of self-mastery in the context of awareness, reflection, and responsibility, and have learned practical tools to help relieve stress. 3. Have gained an understanding of collective action constraints to change. 4. Have used the Net-Map to identify key stakeholders, their links and influence flows and be able to generate actionable insights to address bottlenecks. 5. Be able to apply basic strategic communication tools for mobilizing key stakeholders through leadership interventions informed by actionable insights. 6. Have a six-month results goal, implementation plan and comprehend how to leverage Rapid Results Initiatives (RRIs) to address adaptive challenges which stall their reforms. Version 7/10/14 Page |5 Participant and Reform Initiative Characteristics 1. The reform teams are composed of key stakeholders from one or more agencies, companies, or organizations that will be developing or implementing a joint reform initiative. Functional teams should have a composition that enables all key actors “at the table” to make meaningful progress in the joint reform effort. 2. Participants have a mix of formal authority to drive the program; technical expertise on sectoral challenges; and informal authority to leverage and to build coalitions, and accurately define the problem and potential solutions. 3. The reform initiatives, or projects, are budget neutral and realistic to the authorizing environment. 4. The project incorporates some form of innovation or novel approach in the country. 5. Projects have clearly articulated measurable results that are linked, if possible, to existing monitoring and evaluation systems within the private sector companies and/or government agencies. Workshop Schedule: The workshop starts on Wednesday, June 4, 2014 with a personal gallery walk at 6:00 PM and a welcome dinner at 7:00 PM at the Queen of Montenegro hotel. Thereafter, all sessions from Thursday to Tuesday are at the Queen of Montenegro as outlined in the week-at-a-glance schedule below. Version 7/10/14 Page |6 Private Public Collaboration for Gender Equality in Employment in the Western Balkans, Budva, June 4-10, 2014 Wednesday 4 Thursday 5 Friday 6 Saturday 7 Sunday 8 Monday 9 Tuesday 10 8:30-10:00 8:30-10:00 8:30-9:00 8:30-9:00 8:30-10:00 8:00-10:00 GTL Program overview Finding the North Star Check-in of participants’ The Business case for Turning Ideas into Action: Work-Plan Ground rules and Hirut M’cleod (30 mins.) expectations Gender Equality in Rapids Results Approach Presentations participant Employment (cont.) Hirut M’cleod expectations “Where do you want to Ana María Muñoz B. Hirut M’cleod (or can) be in 6 months?” 9:00-10:30 9:00-10:30 Possible or impossible? Clinic with Gender and Generating Actionable Mobilizing Stakeholders Manuel E. Contreras Labor Team Insights through Strategic and WBI faculty Communication Sue Harding 10:00-10:15 10:00-10:15 10:30-10:45 10:30-10:45 10:00-10:15 10:00-10:15 Coffee Break Coffee Break Coffee Break Coffee Break Coffee Break Coffee Break 10:15-12:30 10:15-12:30 10:45-1:00 10:15-12:30 10:15-12:30 10:15-1:00 Where do we begin? Clinic with Gender and Turning Ideas into Action: Mobilizing Stakeholders Turning Ideas into Action: Next Steps Adaptive Leadership Labor team (cont.) Rapids Results Approach through Strategic Rapids Results Approach Wrap up, Workshop Christoph Glaser and Hirut M’cleod Communication (cont.) (cont.) Evaluation, Closing and Adaptive Challenges Ceremony Manuel E. Contreras Manuel E. Contreras & 12:30-1:00 (Certificate award) Hirut M’cleod Self-Mastery Christoph Glaser 12:30-1:30 12:30-1:30 1:00-2:00 1:00-2:00 12:30-1:30 1:00-2:00 Lunch Lunch Lunch Lunch Lunch Lunch 1:30-3:00 1:30-2:00 2:00-3:00 1:30-3:45 Participants depart after Expert Panel The private sector Turning Ideas into Action: Turning Ideas into Action: lunch “Equal Opportunities perspective Rapids Results Approach Rapids Results Approach Model : FEM” Participants (cont.) (cont.) Esra Tekil 2:00-3:00 3:00-3:30 Hirut M’cleod and Stakeholder Influence Self-Mastery Participants “Women, Business and Mapping (Net Map) Christoph Glaser arrive by 4PM the Law” Manuel E. Contreras and Tazeen Hasan faculty FREE 3:00-3:15 3:00-3:15 3:30-3:45 3:45-4:00 Coffee Break Coffee Break Coffee Break Coffee Break 3:15-4:30 3:15-4:30 4:00-4:30 Panel Discussion Stakeholder Influence Self-Mastery Hirut M’cleod Mapping Christoph Glaser FREE 6:00-9:00 4:30-5:30 4:30-5:00 FREE Gallery Walk Self-Mastery Self-Mastery and Welcome Christoph Glaser Christoph Glaser Dinner Pedagogic Approach The workshop is learner centered. WBI faculty will share conceptual frameworks and tools and facilitate knowledge exchange among participant teams who will then apply the concepts and tools to their reform initiatives. A safe-space will be collectively constructed where all teams and participants can engage with facilitators and one another to grapple with the complexities of making progress in their reform efforts. WBI Faculty 1. Manuel E. Contreras, Faculty Lead. Adaptive Leadership, Stakeholder Influence Mapping 2. Christoph Glaser, Adaptive Leadership and Self-Mastery 3. Sue Harding, Strategic Communication 4. Hirut M’Cleod, Rapid Results Approach Faculty Bios Manuel E. Contreras Senior Governance Specialist, Leadership Practice, WB Manuel E. Contreras works at the World Bank’s (WB) Leadership Practice where he has helped develop the Leadership for Development curricula and pedagogy, and is the program-lead of the Adaptive Leadership module. He has worked with reform teams from the Balkans, South Africa and South East Asia. Prior to WB, Manuel was the Lead Knowledge Management and Learning Specialist at the Inter-American Development Bank (IDB) where he first introduced adaptive leadership curricula and training. He also served as the Deputy Director of the Social Investment Fund and was the founder and first Executive Director of the Social Policy Analysis Unit in the Ministry of Planning in the Bolivian Public Sector. Manuel also conceptualized and developed, in collaboration with the Kennedy School of Government, the first graduate public policy and problem-oriented professional management program for the Graduate School of the Catholic University, where he served as the Dean and also taught. Manuel holds a Ph.D. from Columbia University, an M.A. from the London School of Economics and a B.Sc. (Hons.) from the University of Nottingham. He has attended ‘The Art and Practice of Leadership Education’ for leadership trainers and the ‘Executive Program for Leaders in Development’ at the Kennedy School of Government at Harvard University. Sue Harding Change Leadership Specialist, Leadership Practice, WB With over 20 years’ experience as a management consultant specialising in large scale and complex change, Sue has worked with senior leaders and change teams in both public and private sectors. Although each situation is different, the core philosophy behind each change situation is the same, to support organizations, teams and individuals to shape their own future. By providing frameworks and tools to develop a strategy and plan to address complex problems and practical approaches to build the change leadership capability of their teams, Sue enables change agents to deliver the outcomes that they and their communities envision for themselves. Sue spent the first 10 years of her consulting career with the strategic change practice at PwC in London and Sydney. Long term assignments as the lead consultant on several global change programs helped develop experience in managing complex changes across national and cultural boundaries. Sue has worked in the UK and Europe, India, China, Japan, Indonesia, Thailand, Hong Kong, Australia, and the USA. In addition to consulting, Sue spent 4 years as adjunct faculty at the Australian Graduate School of Management, delivering leadership, people and change modules on the MBA program. Sue was elected a Fellow of the Institute of Consulting (UK) in 2003, holds a distinction in postgraduate management studies from the University of Westminster and a B.A. (Hons.) from the University of Nottingham. Version 7/10/14 Page |9 Hirut M’cleod Management Consultant, Leadership Practice, WB Hirut M'cleod is a management consultant in the World Bank's Leadership Practice where she provides clear processes and strategic advice to governments and reform teams looking to advance complex reforms. Hirut has worked in a variety of sectors including: Public Sector Reform, Social Safety-Net, Health and Education, Solid Waste Management, Gender and Land. Her experience includes working post-conflict and fragile countries like Rwanda, Congo Bosnia Herzegovina and Serbia. Through use of methodologies like Rapid Results, Work Out and leadership coaching she guides clients throughout implementation so that tangible and customized solutions are identified and taken to scale. Previously Hirut worked as a management consultant at Schaffer Consulting and the Rapid Results Institute. Before that she worked at Nonprofit Finance Fund. Hirut also serves as alumni elected trustee for Wesleyan University where she received her Bachelor degree. She received a Masters from the School of Oriental and African Studies, University of London. Christoph Glaser Self-Mastery Specialist Executive Director, TLEX Europe of the International Association for Human Values WBI Consultant Born and raised in Basel, Switzerland, Christoph Glaser is since 2005 the Executive Director for the TLEX Europe of the International Association for Human Values (IAHV). For the past ten years, Christoph has traveled to more than 50 countries conducting Leadership programs for top-level executives from corporations such as Accenture, BCG, Citigroup, Deutsche Bank or Shell and governmental agencies in Europe, Africa and the Middle East. He also delivers the TLEX Program since 2012 at the Harvard Business School. Christoph has been instrumental in establishing public-private partnerships for social development initiatives and currently leads various humanitarian service projects of the International Association for Human Values, Europe. Christoph is a Board Member of the International Association for Human Values and serves since 2006 as the Managing Director of the World Forum for Ethics in Business in the European Parliament, Brussels. Christoph holds master’s degree in Public Policy from the H umboldt- Viadrina School for Governance and graduated with honors from the Business School Basel, Switzerland. Version 7/10/14 P a g e | 10 Participant List Bosnia and Herzegovina team Kika Babic-Svetlin Gender Agency of Bosnia and Herzegovina k.babic@arsbih.gov.ba Secretary of the Council for women entrepreneurship, Regional Chamber of Nada Budiša Commerce from Banja Luka nadab@bl.komorars.ba Marijana Dinek BH Women Initiative Foundation marijana@bhwifoundation.com.ba Belma Ramic Gender Center of the Federation BH belma.ramic@gcfbih.gov.ba Anita Simundza Gender Center of Republika Srpska a.simundza@gc.vladars.net Agency for Labor and Employment, Bosnia Sanela Zeljkovic and Herzegovina sanela.zeljkovic@arz.gov.ba Kosovo team Gentiana Islamaj Ministry of Trade and Industry gentiana.islamaj@rks-gov.net Adelina Loxhaj Agency for Gender Equality Adelina.Loxhaj@rks-gov.net Leonora Selmani Agency for Gender Equality Leonora.selmani@rks-gov.net Leonora Shuku Kosovo Business Association Leonora.Shuku@hotmail.com Macedonia team Elena Cvetkovska Ministry of Labor and Social Policy ecvetkovska@mtsp.gov.mk Tanja Dejanoska Chamber of Commerce drtanja1@hotmail.com Violeta Dimitrieva Ministry of Labor and Social Policy vdimitrieva@mtsp.gov.mk Elena Grozdanova Ministry of Labor and Social Policy egrozdanova@mtsp.gov.mk Marija Zlatanovska Ministry of Labor and Social Policy mzlatanovska@mtsp.gov.mk Serbia team Ministry of Labor, Employment and Social Gordana Budimovic Policy gordana.budimovic@minrzs.gov.rs Ministry of Labor, Employment and Social Mira Marjanovic Policy mira.marjanovic@minrzs.gov.rs Natasa Perisic Activist perisicnatasha@gmail.com Version 7/10/14 P a g e | 11