Part III of the discussion started in the Dec. 10 post: An individual working with the state of North Carolina on strategic planning for their education coordinating entity asked me, ""What are the skill sets needed to successful lead (or even participate on) a coordinating entity (P20 Council, Education Cabinet, etc.)?"
My initial answer: These are all generic to participation rather than leadership:
(1) Ability to see beyond interests of agency one represents (rather than paying lip service to seeing beyond interests of one’s agency!), in order to compromise as necessary to do what will serve students best;
(2) Not sure this is a skill set, but: A critical mass of the members need to have authority for implementation of the entity’s recommendations. If there are too many local, community, business, other members and not the key players with authority to see through policies, programs etc. once they have been agreed upon by the entity, the council will most likely achieve limited results.
(3) Somewhat distinct from #1 response above: Some understanding of the linkage problems beyond one’s agency—or at least willingness to learn, be receptive to, linkage problems other agencies face that may be a result of your agency’s operations.
And specific to leadership: Again, this is not a skill set, but not being seen as overly partisan. This may also help the council and the council’s policy changes stay in place when there is a change in state leadership from one party to another. This may be why some councils have chosen to have co-chairs. This link (admittedly needs updating) indicates the chairs in place when our 50-state scan was completed in 2008 http://mb2.ecs.org/reports/Report.aspx?id=2048 .
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