Congrats Vanessa on being July’s Spotlight of the Month! I am sure you have a lot of insight to share. For those who have not had the pleasuring of meeting you, may you explain your background, organization, and your current role?
My background is actually in business with a concentration in Computer Programming; so many of my former jobs were in banking and accounting. Since coming to work for United Way of New York City (UWNYC) back in 2000, I’ve learned the importance of making a difference in the lives of others. UWNYC creates and supports strategic initiatives that address the root causes of critical human care problems in order to achieve measurable improvement in the lives of the city’s most vulnerable residents and communities. Today’s United Way believes that the key to change—true systematic change—is getting to the underlying source of a problem. We also believe that to create change on a scale that matters, we must work in collaboration with a broad range of partners—government, business, foundations, advocacy groups, neighborhood agencies and individual donors—who share a common vision.

I am currently the Program Associate for the Junior and Senior Fellows Programs, an initiative UWNYC funds and manages in partnership with Baruch College School of Public Affairs. The Fellowship programs equip nonprofit professionals with the tools needed to make an impact in their organizations and communities. Upon completing the program, Fellows participate in The Leaders’ Network, which enables them to continue networking with each other, share resources, success stories and best practices. My responsibilities include selecting a diverse group of nonprofit professionals from NYC-based organizations, marketing the programs, planning events and roundtables, and providing networking and resources to alumni and current Fellows through The Leader’s Network.

Can you share with our readers on some of the challenges and opportunities we face in leadership today and future wise?
UWNYC commissioned a study in 2003 that confirmed that the nonprofit sector is looming towards a leadership deficit. Many baby boomers have started to retire and 50% plan on retiring in the next five years. In response, UWNYC began the Nonprofit Leadership Development Institute to serve as a pipeline for the next generation leaders. On the individual level “Leadership” can mean many things. Our view is that an effective leader, whatever her personal style, possesses very strong competencies in their discipline, their knowledge and expertise. A second criterion is EQ (emotional intelligence). The leader must know herself and how others see her, acknowledge it and work on her personality.

As the non-profit sector changes, in what ways can a young professional maximize their talent and skill in leadership, who may not be with an organization that supports professional development?
Everyone has leadership potential, so it’s up to the individual to maximize her own leadership style, by taking the initiative to get to where she wants to be. I think connecting with individuals who stand out as leaders is a start. It can be your pastor; it can be the executive director of your organization, it can be a family member. A leader who has made a difference in the community, in someone’s life, in society, may just be within arm’s reach. You just have to put yourself out there and not be afraid of the challenges. I would also suggest reading, you can learn a lot from reading. There are many publications and books out there on leadership. The most important thing to know is that leadership comes from within. There is no formal education that can teach you how to become a leader, you have to want to be a leader to become one. And finally, we currently are accepting applications to our free leadership programs.

We hear a lot on the leadership gap between the young and the older professionals. What is your take on how we can best close the gap?
I think collaborating is the key to closing the gap. Collaboration forms a stronger foundation, which leads to a more definitive mission, which leads to more productive programs and initiatives. There are many organizations making a great impact in the communities that they serve and doing it alone. In my opinion, those organizations are restricted in a way because they’re focus is usually on a particular group or community. Collaborating with other organizations means providing more services and programs, targeting a greater number of individuals, and making an impact in many communities. Collaboration also opens the door to networking and resources.

You work in an amazing organization, which does many things, and works to better society. Where have you seen the least and most progression?
UWNYC has over a 70-year history of working to improve New York City communities. In the last five years, I’ve seen UWNYC go above and beyond to assist people in need and to meet the critical challenges that hinder our communities. During September 11th, UWNYC partnered with New York Community Trust to serve the victims affected by the tragedy. In addition, UWNYC also linked up with several community-based organizations to provide long-term ongoing support and direct services. In 2003, UWNYC shifted its strategy to target the most vulnerable communities throughout New York City and focus more on making an impact in the lives of individuals. Based on extensive research, UWNYC determined some of the most critical issues that New Yorkers face today and rolled out a Community Action Strategy which consists of five areas; Homelessness Prevention, Access to Healthcare, Education, Building Economic Independence and Strengthening NYC Nonprofits. In the last five years, I’ve seen UWNYC evolve into this one-stop shop, implementing programs that have lasting impact and make a difference in society, the communities and in the lives of New Yorkers.

What changes have you seen take place that have had a profound affect on the NPO/NGO sector? There are now more ways for NPO/NGO staff to receive some form of professional development, whether it is a workshop, a one-day seminar, a conference or Internet-based classes. More organizations are willing to provide their staff with the professional development needed in order for them to work more effectively. More learning opportunities are becoming available to the nonprofit/non-governmental professional and many of them are going the extra mile to better themselves professionally and personally.

How big of a part has leadership played in this?
Leadership has played a major role in this because it takes a leader to promote more leaders. Today’s society needs leadership and I think the leaders at the top are realizing this and know that a healthy and thriving organization needs many leaders not just one.

What are some characteristics of an emerging leader, when you go through the hundreds of applicants?
Some of the characteristics that we look for in emerging leaders are: commitment to the nonprofit sector, leadership style, ethics, good writing skills and self-awareness of their strengths and weaknesses.

Why is professional development so important nowadays in leadership and what advice would you give an emerging leader?
Professional development is important when it comes to leadership because you may have leadership potential, but may not know how to deal with the dynamics that come with being a leader. Leadership in itself is an ongoing process. There are many leaders who continue to develop themselves professionally because life-long learning is one hallmark of a leader.

Any last words?
I would say to all the young emerging leaders out there, keep striving, never give up and don’t be afraid to go beyond your comfort zone.