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Coro training methodology
The process of leadership involves both diagnosis and action[1]. Leaders are highly effective at diagnosing, and then intervening at leverage points in, systems in order to solve systemic problems. As actors in the very systems they are seeking to change, leaders must also be highly effective at diagnosing and intervening in themselves. In the midst of action, the leader has to be able to reflect on her own attitudes and behavior to better calibrate interventions into the complex dynamics of an organization or community. As illustrated in the figure below, the Coro training includes four main parts: self/system diagnosis and self/system intervention, with learning outcomes tied to each part.
Awareness Workshops focus on diagnosing the self in order for participants to clarify who they are–their values and beliefs, their purpose and their natural talents–from which to build their Individual Strategic Plans and co-design their Catalytic Projects.The Coro Fellows Program is a full-time, nine-month, hands-on training in how to intervene in systems through cross boundary leadership. The learning experience includes four program components.
Civic Strategy Sessions focus on diagnosing the systems that shape community issues. Participants work together as a group to create and manage their own learning agenda using interviews and other forms of structured group dialogue. Topics have included affordable housing, transportation and workforce development, infrastructure and the environment, education, youth, and public safety. Participants engage with various community leaders and subject matter experts to explore the leverage points where they can make change in the system.
Catalytic Projects give Coro Fellows the opportunity to co-design system interventions and collaborate with community-based organizations to implement and learn from the project. Each Fellow is placed for a total of 30 weeks on one or more projects sponsored by Coro partners.
Individual Strategic Plans are the foundation for intervening in self in order to consistently perform at one’s best. Having an individual strategic learning plan with active support from mentors is essential for emerging leaders to develop confidence and competence in their work. Mentoring is ongoing throughout the program. Coro connects Fellows with a network of mentors, often Coro alumni, who fulfill a variety of functions, including:
[1] For more on the theory of diagnosis/action see Ronald Heifetz et al., The Practice of Adaptive Leadership, Harvard 2009, p. 6.
Click HERE to listen to a 5 minute KQV Radio interview with CEO Greg Crowley on how Coro’s five programs prepare young adults to be ethical and effective leaders.
