Latest news with #MillerCenter
Forbes
15-07-2025
- Business
- Forbes
Rethinking Leadership Development For The Social Sector
Executive Director, Miller Center for Social Entrepreneurship at Santa Clara University, accelerating hope for a world without poverty. Being a leader of an organization propelling social and environmental change means engaging in difficult, often isolating work. Problems such as poverty, systemic racism, public health inequities and climate justice are entrenched, volatile and complex. They involve tangled stakeholder networks, ever-evolving constraints, labyrinthine funding journeys and the constant balancing act between mission impact and organizational sustainability. These thorny issues generally lack clear, straightforward technical solutions. Instead, they require adaptive problem-solving skills. Where can leaders of nonprofits, social enterprises and other impact-first organizations turn for answers and help? We're finding that one of the best sources is each other. Why Peer-To-Peer Networks Work Impact leaders face challenges that don't exist in traditional businesses, where so many experts and consultants have gained their experience. Too often, outside consultants, speaker-driven conferences and rigid, pre-packaged training programs fail to address the reality of impact-first organizations. Peer settings offer a welcome alternative, making room for more candor and less posturing. Fellow leaders can provide advice and examples grounded in lived experience, not generic theory. Individuals are more likely to share what didn't work, the pivots they made and the emotional realities behind their decisions with others in similar situations. Within the space of peer networks, leaders can solve problems collaboratively. They can test ideas, get feedback and work through possible solutions together rather than struggling in isolation to find answers. For nonprofits and social enterprises working in rural or isolated areas, or in regions lacking a strong support infrastructure, access to experts of any kind can be limited or nonexistent. Leaders might participate in accelerator or incubator programs at the outset of their ventures, but finding sustained support and training can be difficult. Community lies at the heart of every successful peer network. As the Stanford Social Innovation Review has said, 'What distinguishes peer-driven change ... is that it emphasizes people's mutuality, where peers share information, connections, and funding to achieve their goals.' Building community is crucial for creating the mutual support and trust that allow peers to truly listen to and learn from one another. A Peer Network In Action I had the privilege of witnessing a powerful example of peer-driven change last March at our organization's inaugural Entrepreneur Summit in Nairobi. The summit brought together a group of distinguished entrepreneurs from 15 countries around the world who are building successful, impactful organizations. Peer-led sessions focused on leadership, scaling and navigating current funding challenges. Participants built valuable connections with like-minded individuals who shared a passion for innovation, entrepreneurship and mission-driven impact. One of the most unexpectedly fun and powerful sessions at the summit was on 'Biggest Failings Stories.' Three seasoned social entrepreneurs, all considered success stories, each shared one of their most painful recent failures—not an early-career failure, but something that happened within the past year. Following this brave demonstration of vulnerability, they invited others in the room to share their stories and even offered a small prize for 'the most impressive failure.' At least 15 entrepreneurs stood up to describe their 'best' failures, with the 'winner' telling a harrowing story of how relying on a verbal funding agreement with a high-net-worth investor went disastrously wrong. In another peer-led session, based on the Brain Trust concept originated by Pixar, breakout group members presented a business challenge, then voted on which issue to focus on more deeply. One entrepreneur, who had been experiencing serious setbacks and was considering giving up, talked in depth about the challenge. Others in the group listened attentively, then asked questions, intended to inspire further exploration rather than offer specific advice. The entrepreneur was able to think about the problem from different angles. Her peers' perspectives helped her approach investors with renewed focus and confidence, which helped her secure funding soon after the summit. What made this event different from typical conferences for entrepreneurs? • It was co-created by and for entrepreneurs of impact-first organizations. • It focused on personal leadership, shared challenges and collective wisdom. • It used peer-led sessions and deep listening to surface insights and forge connections. Rethinking Leadership Development The Entrepreneur Summit wasn't a one-off event. It reflects a broader movement toward decentralized, leader-driven learning and action. And it points the way toward an ongoing support system—a vibrant, multifaceted community—able to drive changemaking leaders' social and environmental impact at scale. Every player in the nonprofit and social enterprise ecosystem has a role to play in making peer-driven leadership a core feature of our mutual efforts. Here are some concrete steps to consider: • Reframe leadership from the lone hero archetype to a model of community-based support. • Integrate peer coaching or reciprocal mentoring programs into existing fellowships, accelerators and incubators. • Convene regular gatherings of leaders who are working on similar issues, and include structured peer learning protocols. • Fund relationship-building as a strategy, not a side effect, by allocating funding for cohort formation, peer retreats and travel stipends that allow leaders to meet together in person. • Leverage digital platforms (secure chat groups, video calls, dashboards) alongside in-person activities to maintain consistent communication, especially for geographically dispersed organizations. Investigate the development of digital tools specifically designed for impact sector peer learning. I invite all nonprofits, impact funders and other ecosystem participants to rethink how we approach leadership development and support for leaders of impact organizations. We need to create more opportunities for those closest to the work to learn from each other—not as a nice-to-have extra or left to the whims of serendipity, but as a strategic imperative. Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?
Associated Press
01-07-2025
- Business
- Associated Press
Santa Clara University Interdisciplinary Master's in Social Impact Leadership to Begin in Fall 2026
SANTA CLARA, Calif.--(BUSINESS WIRE)--Jun 30, 2025-- Santa Clara University will launch a new Master of Arts in Social Impact Leadership Program in fall 2026. A cross-disciplinary offering of the University's School of Education and Counseling Psychology; Miller Center for Global Impact; and the Leavey School of Business, applications for the inaugural class will open soon. The M.A. in Social Impact Leadership will meet the demand from those seeking to advance their careers in the social impact sector, including moving into leadership roles in social entrepreneurship, nonprofits, philanthropy, and mission-driven corporate enterprises. 'Our students have told us very clearly that they seek to be not just leaders and innovators, but also for their lives' work to have measurable and positive impacts on the communities they serve,' said Provost and Executive Vice President James M. Glaser. 'This new master's program responds directly to that, and will graduate effective leaders who have critical thinking skills, a well-discerned dedication to their vocation and leadership abilities, and the ethical framework needed to make a difference in ways our world most needs.' The M.A. in Social Impact Leadership will equip students with foundational business knowledge and deep understanding of how to lead mission-driven organizations. Santa Clara University is ideally suited for this, with a Jesuit mission focused on using one's talents for the betterment of humanity; world-class faculty in business and leadership; and Miller Center's deep engagement and extensive network in the social-impact sector. The curriculum integrates core business and organizational leadership courses—such as financial management, marketing, and strategic management—with intentional leadership formation that fosters the mindset and competencies needed to drive social change. Social impact and philanthropic leaders are enthusiastic about the need for such a program, tailored to the needs of these specific organizations. A key feature of the program is an immersive internship with a social impact organization, designed to support vocational discernment, deepen leadership practice, and align mission with each student's professional goals. Many of these internships will be facilitated through Santa Clara University's Miller Center for Global Impact, which has supported more than 1,500 social enterprises worldwide. Miller Center will also connect students with leading practitioners and guest speakers on topics such as impact investing, measurement, and management, providing real-world insights and expanding students' professional networks. Applications and information can be found on the Social Impact Leadership program page. About Santa Clara University Founded in 1851, Santa Clara University sits in the heart of Silicon Valley—the world's most innovative and entrepreneurial region. The University's stunningly landscaped 106-acre campus is home to the historic Mission Santa Clara de Asís. Ranked among the top 15 percent of national universities by U.S. News & World Report, SCU has among the best four-year graduation rates in the nation and is rated by PayScale in the top 1 percent of universities with the highest-paid graduates. SCU has produced elite levels of Fulbright Scholars as well as four Rhodes Scholars. With undergraduate programs in arts and sciences, business, and engineering, and graduate programs in six disciplines, the curriculum blends high-tech innovation with social consciousness grounded in the tradition of Jesuit, Catholic education. For more information, see View source version on CONTACT: Media Contact Lisa Robinson | SCU Media Communications |[email protected]| 408-554-4982 KEYWORD: UNITED STATES NORTH AMERICA CALIFORNIA INDUSTRY KEYWORD: ENTREPRENEUR PROFESSIONAL SERVICES PHILANTHROPY SMALL BUSINESS SOCIALLY RESPONSIBLE INVESTING CONTINUING UNIVERSITY CONSUMER OTHER PHILANTHROPY EDUCATION SOURCE: Santa Clara University Copyright Business Wire 2025. PUB: 06/30/2025 08:01 PM/DISC: 06/30/2025 08:01 PM
Business Wire
01-07-2025
- Business
- Business Wire
Santa Clara University Interdisciplinary Master's in Social Impact Leadership to Begin in Fall 2026
SANTA CLARA, Calif.--(BUSINESS WIRE)--Santa Clara University will launch a new Master of Arts in Social Impact Leadership Program in fall 2026. A cross-disciplinary offering of the University's School of Education and Counseling Psychology; Miller Center for Global Impact; and the Leavey School of Business, applications for the inaugural class will open soon. The M.A. in Social Impact Leadership will equip students with foundational business knowledge and deep understanding of how to lead mission-driven organizations. Share The M.A. in Social Impact Leadership will meet the demand from those seeking to advance their careers in the social impact sector, including moving into leadership roles in social entrepreneurship, nonprofits, philanthropy, and mission-driven corporate enterprises. 'Our students have told us very clearly that they seek to be not just leaders and innovators, but also for their lives' work to have measurable and positive impacts on the communities they serve,' said Provost and Executive Vice President James M. Glaser. 'This new master's program responds directly to that, and will graduate effective leaders who have critical thinking skills, a well-discerned dedication to their vocation and leadership abilities, and the ethical framework needed to make a difference in ways our world most needs.' The M.A. in Social Impact Leadership will equip students with foundational business knowledge and deep understanding of how to lead mission-driven organizations. Santa Clara University is ideally suited for this, with a Jesuit mission focused on using one's talents for the betterment of humanity; world-class faculty in business and leadership; and Miller Center's deep engagement and extensive network in the social-impact sector. The curriculum integrates core business and organizational leadership courses—such as financial management, marketing, and strategic management—with intentional leadership formation that fosters the mindset and competencies needed to drive social change. Social impact and philanthropic leaders are enthusiastic about the need for such a program, tailored to the needs of these specific organizations. A key feature of the program is an immersive internship with a social impact organization, designed to support vocational discernment, deepen leadership practice, and align mission with each student's professional goals. Many of these internships will be facilitated through Santa Clara University's Miller Center for Global Impact, which has supported more than 1,500 social enterprises worldwide. Miller Center will also connect students with leading practitioners and guest speakers on topics such as impact investing, measurement, and management, providing real-world insights and expanding students' professional networks. Applications and information can be found on the Social Impact Leadership program page. About Santa Clara University Founded in 1851, Santa Clara University sits in the heart of Silicon Valley—the world's most innovative and entrepreneurial region. The University's stunningly landscaped 106-acre campus is home to the historic Mission Santa Clara de Asís. Ranked among the top 15 percent of national universities by U.S. News & World Report, SCU has among the best four-year graduation rates in the nation and is rated by PayScale in the top 1 percent of universities with the highest-paid graduates. SCU has produced elite levels of Fulbright Scholars as well as four Rhodes Scholars. With undergraduate programs in arts and sciences, business, and engineering, and graduate programs in six disciplines, the curriculum blends high-tech innovation with social consciousness grounded in the tradition of Jesuit, Catholic education. For more information, see
29-05-2025
- General
Harrison Ruffin Tyler, preserver of Virginia history and grandson of 10th US president, dies at 96
CHARLES CITY, Va. -- Harrison Ruffin Tyler, the last living grandson of U.S. President John Tyler born 83 years after his grandfather left the White House in 1845, died. He was 96. The cause of Tyler's death on Sunday was not immediately released. John Tyler was 63 years old when Harrison Tyler's father, Lyon Gardiner Tyler Sr., was born. And Harrison Ruffin Tyler was born in 1928 when that father was 75 years old and the presidential grandfather had been dead for more than 60 years. The grandson was known for preserving his grandfather's plantation and nearby Civil War fort. In a statement, Annique Dunning, the executive director of Sherwood Forest, a national landmark of President Tyler's residence, said the president's grandson, whose brother died in 2020, was a 'beloved father and grandfather, he will be missed immeasurably by those who survive him.' 'He will be remembered for his considerable charm, generosity and unfailing good humor by all who knew him,' Dunning said. Over the course of his life, Tyler preserved Sherwood Forest, his grandfather's plantation that enslaved dozens of people, including 43 people in 1860, just before the Civil War began. The grandson also helped restore and maintain Fort Pocahontas, a Union fort during the Civil War. Tyler's grandfather was a Democrat nicknamed the 'Accidental President' after unexpectedly assuming the presidency when President William Henry Harrison died in office. President Tyler was the first vice president to gain control of the White House in the wake of a death. The University of Virginia's Miller Center described the president as 'the last gasp of the Old Virginia aristocracy in the White House.' He had married twice and had 15 children, including Lyon Gardiner Tyler Sr. The time between the president's birth and his grandson's death spans 235 years.
29-05-2025
- Politics
Harrison Ruffin Tyler, grandson of 10th US president, dies at 96
CHARLES CITY, Va. -- Harrison Ruffin Tyler, the last living grandson of U.S. President John Tyler born 83 years after his grandfather left the White House in 1845, died. He was 96. The cause of Tyler's death on Sunday was not immediately released. John Tyler was 63 years old when Harrison Tyler's father, Lyon Gardiner Tyler Sr., was born. And Harrison Ruffin Tyler was born in 1928 when that father was 75 years old and the presidential grandfather had been dead for more than 60 years. The grandson was known for preserving his grandfather's plantation and nearby Civil War fort. In a statement, Annique Dunning, the executive director of Sherwood Forest, a national landmark of President Tyler's residence, said the president's grandson, whose brother died in 2020, was a 'beloved father and grandfather, he will be missed immeasurably by those who survive him.' 'He will be remembered for his considerable charm, generosity and unfailing good humor by all who knew him,' Dunning said. Over the course of his life, Tyler preserved Sherwood Forest, his grandfather's plantation that enslaved dozens of people, including 43 people in 1860, just before the Civil War began. The grandson also helped restore and maintain Fort Pocahontas, a Union fort during the Civil War. Tyler's grandfather was a Democrat nicknamed the 'Accidental President' after unexpectedly assuming the presidency when President William Henry Harrison died in office. President Tyler was the first vice president to gain control of the White House in the wake of a death. The University of Virginia's Miller Center described the president as 'the last gasp of the Old Virginia aristocracy in the White House.' He had married twice and had 15 children, including Lyon Gardiner Tyler Sr. The time between the president's birth and his grandson's death spans 235 years.
