At the Brookings Institution, one of America’s oldest think tanks, Alan Berube and his team of former politicos and wonkish academics are coming up with new solutions to age-old urban problems. As deputy director of the Metropolitan Policy Program, Berube studies what makes a city generate prosperity from the local economy and share its benefits with all the area’s denizens, rather than just a few. As people flock to cities’ downtown cores, opportunity is created, but so is the need to find solutions to concentrated poverty. NationSwell spoke to this die-hard urbanite about the challenges facing the next generation of city-dwellers.
What’s the best advice you have ever been given on leadership?
What brought me to work about poverty was really a question for fairness in American society, and so my default stance has been treating everybody the exact same way, because that’s fair. But to be an effective leader, you have to recognize that there are times when that’s called for, but also a need to respect the people that work with you and for you as individuals, understanding them as individuals and meeting them halfway.
What’s on your nightstand?
A several-issue backlog of The New Yorker, with some dog-eared pages, and the latest book by David Maraniss about Detroit called “Once in a Great City.” It’s a history of Detroit at the peak of its influence in the mid-1960s, just before the riots, the real white and black middle class flight from the city. So, Motown’s ascendance, the Big Three really ruling the domestic automobile industry, which was just growing like gangbusters given the Baby Boom, the construction of the interstate system and the growing American middle class. It’s a reminder that urban success is not guaranteed; it can be fleeting. It’s interesting to be reading this at a time when Detroit at what some people call a rebirth. It has more energy and momentum today than it has since that period, but it is in a lot of ways a shell of its former self. It will be a multi-generational effort to redeem that prominence. It frankly needs to be a different city than it once was.
What innovations in your field are you most excited about right now?
When I got into public policy and urban policy in the 1990s, it was the advent of the Internet, and one of the prevailing theories was that, with the Internet, anybody can work anywhere and know anything, so we didn’t really need cities anymore. Not only did that not turn out to be true; actually, I think we found a lot of ways in which technology and cities are complements, rather than substitutes, right? We have Uber because people live in cities, and because they saw a problem and then had the technology to solve that problem. And people live in cities now because there are things like Uber. It makes living in cities easier, and that allows people to find one another more easily. The rise of technologies that make cities better-run places, places where people connect with other people and the things that they need, that’s really exciting.
What inspires you?
My abiding belief that cities are not only homes to the toughest challenges of our society, but that they also are the solution to those challenges. I grew up in a small town in New England, a bedroom community outside of Worcester, Mass., itself an old industrial city with a large white, working-class population: a very homogeneous environment. There were problems there, they were just kind of hidden from view. The first time I went to New York City as a kid in the early 1980s, I was struck by the clear problems. But what a wonderful place, too. There are so many different people living here, doing so many interesting things. It’s so beautiful in a lot of ways, I felt: what a neat expression of American society.
So, I think I was always driven to do what I could to make cities better places, because in doing that, you would (a) perhaps address those deep-rooted challenges that cities remain home to more [people] than other places, but (b) you would protect and grow a mode of living that, at least through a lot of the 20th-century, a lot of Americans were looking to abandon. (Partly, I think that’s just because people like to reject what their parents and grandparents did.) But it’s now in ascendance again for a lot of different reasons, and I think it has the potential to address these problems if we’re really smart and intentional about it. I want my kid to be able to grow up in a healthy city — she lives in Washington, D.C. with my wife and I — and I wish I had at my fingertips the kinds of things she does now as a city kid when I was younger. I’m motivated and I’m inspired by the big promise.
What’s your perfect day?
It generally starts with coffee and The New York Times, which I don’t get to read as often as I’d like. I’m watching my daughter play one of her sports: basketball or tennis or softball. And It would probably also involve going to a new restaurant with my wife and friends, because there is a terrific, vibrant dining scene in Washington that wasn’t here 15 years ago. Then I’d probably watch “Unbreakable Kimmy Schmidt.”
What don’t most people know about you that they should?
If I could make a living as a wedding singer, I’d probably do that. It’s not in the cards right now, so I’m going to keep doing what I’m doing for now.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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Category: Council Profiles
Thanks to This Man’s Vision, 22,000 People Are No Longer Living in Poverty
A native San Franciscan, Daniel Lurie has witnessed his hometown change as two tech bubbles inflated, introducing “tremendous wealth” and sometimes crowding out those living, by contrast, in “tremendous poverty.” The son of Brian Lurie, a rabbi and head of the Jewish Community Foundation for 17 years, and stepson of Peter Haas, one-time head of Levi’s and renowned gift-giver, Lurie has philanthropy in his blood. In 2005, not yet 30 years old, he co-founded the Tipping Point Community to harness the money swelling the coffers of tech companies and other businesses, distributing more than $100 million directly to the Bay Area’s most effective nonprofits and social enterprises.
Rather than “building institutions” — libraries, universities and hospitals — this new generation of donors wants to see their charity have a measurable impact. As a result, their methods and tools have improved. NationSwell spoke with the man who’s educating members of the Bay Area about how to best share their riches.
What’s the best advice you have ever been given on leadership?
I live by the motto that you hire the best people. You surround yourself with people that are smarter than you, that hire people that are incredibly competent and you let them run. No one can do this work alone.
What’s currently on your nightstand?
“Between the World and Me” [by Ta-Nehisi Coates]. We’ve talking a lot about race and class and power here at Tipping Point, and I think there’s probably no more important book out there than that one.
What innovations in your field are you most excited about right now?
In our T Lab program, we’re providing funding to high-performing, established organizations for research and development, which is definitely something new for our sector.
What do you wish someone had told you when you started the Tipping Point Community?
That my job would never be over. I mean, I knew it, but what’s great is that it’s also what’s needed to be inspired each and every day. We live at this nexus of great wealth and privilege here in the Bay Area as well as great poverty. It can be daunting, the chasm, but when you get to meet people who are wealthy and are really committed to these issues, that gets you fired up. And when you get to meet executive directors or clients on the ground doing the hard work every day, that also gets you fired up, despite the fact that the numbers are still overwhelming for those who live in poverty. It’s easy to feel overwhelmed, but it’s also easy to get inspired.
Who is the most inspirational person you’ve encountered?
The first one that comes to mind is Martha Ryan, who runs the Homeless Prenatal Program. She’s been doing this work for 27 years, and she’s always evolving and innovating. She’s tireless. She always humbles me. Homelessness is an extraordinary tough issue. It’s obviously top of mind for everybody, and here’s a woman who’s been tackling it for almost three decades. She’s still going strong and more committed than ever.
How do you try to communicate that inspiration to others?
I don’t think it’s that hard at our organization. We hire great people that are committed to our mission. I think they understand the daunting task that our partner organizations — 45 groups — are working on each and every day. Knowing that we are supporting such excellent work and such difficult work, I think, motivates our staff. And when they do get daunted, overwhelmed and a feeling of helplessness and hopelessness, I can always point them to a Martha Ryan or Sam Cobbs at First Place for Youth who always gives us hope and always can tell us a story of success.
Last year, our groups at Tipping Point, we moved 22,000 people out of poverty concretely. That’s an amazing number, and one that, if we have a rough day, we can point to. It’s pretty easy to look around our portfolio of organizations and find inspiration.
What’s your biggest need right now?
We need people not to turn away from the problems of our time. In the Bay Area right now, I’d say it’s homelessness. I’m into three decades of seeing this problem in San Francisco, and I’m seeing more mentally ill living on the streets and encampments and tent cities popping up. We’re seeing our brothers and sisters and children not only living on the streets, but dying on the streets. We just had a police shooting of a homeless man here in the Mission District, and we had a homeless guy stab a California Highway Patrol officer the week of Super Bowl under an overpass. It’s not safe any longer — not only for people walking down the street, but it’s also not safe for those that are homeless. It’s not okay for us to treat our brothers and sisters this way. It’s not humane. And this isn’t just San Francisco: it’s New York, Seattle, L.A., Dallas.
It feels intractable, and I would just say it’s not. I’m not saying we can solve it overnight, but if we have the political will and we use our various resources at our disposal, then change can happen. I would ask people to get engaged. It’s pretty easy to give up and throw your hands in the air and say, “This problem is too big. It’s unsolvable.” The more people that believe that we can change this, the more likely it is that we do.
What don’t most people know about you that they should?
I don’t like to sit around strategizing and planning for very long. I’d rather try something and fail than plan something for a long time. I’m probably oriented towards action, rather than planning.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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The Visionary That’s Getting Everyone to the Table to Talk About Social Good
This February, on the exact same day, two governors from two very different states — Nikki Haley, a Republican in South Carolina, and Dan Malloy, a Democrat in Connecticut — both announced social impact bonds to promote family care: one for low-income moms, the other for parents struggling with substance abuse. Both of these bonds (also known as “pay for success”) deployed private dollars to fund the scaling of a social program. If the project succeeds in meeting specific, predesigned metrics, the private backers will profit from their investment; if not, taxpayers don’t owe a penny more. Behind both of these innovative, cross-sector partnerships was Tracy Palandjian, CEO of Social Finance, a nonprofit intermediary between all the parties, who helped bring the “pay for success” model to the United States after seeing it first implemented in England in 2010.
NationSwell spoke with Palandjian by phone from Boston about the daily obstacles and excitements that come with rethinking how American social services can reach more people in need.
What’s the best advice you have ever been given on leadership?
I have two. The first one is an African proverb: “If you want to go fast, go alone; if you want to go far, go with others.” Just because one has a great idea and one could often accomplish a lot more, going at it alone is often insufficient if you really want to deliver a movement. That’s hugely evident in our work here. Imagine these very funky public-private nonprofit partnerships with so many stakeholders with very divergent motivations. What motivates a private investor? A sitting governor or mayor? The executive directors of these classic human service providers? We have everyone sit around a table to articulate a common goal — in this case, delivering results to our communities — when they have often conflicting frameworks and very different languages they speak in and very different world-views. Bringing them together around a very common goal among very uncommon stakeholders is something that we have found, yes, it’s challenging, but if we can rally this forth, we see enduring, powerful results coming out of those partnerships.
By way of background for my other one: I didn’t grow up in this country. I’m Chinese, and I grew up in Hong Kong. My grandfather whom I was very close to, his favorite quote was (translated to English): “Distance tests the strength of forces, time tests the hearts of men.” It really is a message about patience. A lot of things take time, and the people who can stay steadfast on that vision could achieve the most. My grandfather was born in 1903 in China. He took his courageous wife — my grandmother — and, at that point, four children, and literally fled the Second Wold War on foot, by boat and by train out of China into Hong Kong and then to Taiwan ultimately. He was a chemical engineer, completely self-taught. He left everything behind when he fled. Along the way, he lost two children. After they made it to safety, he started all over again. He made consumer batteries and completely rebuilt himself, his family and his business. I always think about their lives and what they were able to overcome and what they were able to accomplish. Sometimes, we take three steps backward to take five steps forward.
What’s your favorite book of all time?
One of my favorite books, which I’m proud to say is the namesake of our eldest daughter: a Chinese classic, “Tao Te Ching.” It’s just so poetic and so poignant about how one should live. And it’s full of these non-intuitive sentences like, “It is through being effortless that you can achieve the most.”
What innovations in your field are you most excited about right now?
Taking a step back, social impact bonds are probably the latest and the most recent comer to this broader investing landscape. I agree there’s been a lot of hype, but the reason why people are excited about it is that the impact is so direct. When our investors get their money back and then some, it’s because somebody’s life has been improved. This very articulated, metric-driven all-around life improvement, whether it’s recidivism or job attainment or education attainment or improved health outcomes, these are the metrics of each of our deals. Someone’s life improvement is the source of the return back to the investor, and that connection is really powerful. While the field started off in criminal justice (and still a lot of projects are focused on reducing recidivism), we’re excited to see there are a lot of projects in early education, in early childhood, in health and in workforce development.
How do you try to inspire others?
I just try to be who I am. I believe, as a person, I’m best when I’m aligned as a human being and I’m 100 percent authentic. I don’t try to say something because it will inspire others. I don’t try to do something because, well, that’s what I believe a good leader should do. I try to model good behavior for my colleagues. I’m not perfect, I have lots of limitations. I try to be a good parent and model good behavior for our children. I feel very strongly about this; I feel like there are too many lessons and advice that people give. People just need to be authentic.
What’s your proudest accomplishment?
I am probably most proud of the fact that I really think that I understand two cultures perfectly well. Obviously, I grew up in my own [Chinese] culture. My whole family’s still in that part of the world. You never forget your own culture and your native language. But I also think I’ve worked in America long enough and I’ve worked with enough different sectors and different kinds of people that I really understand how this country and this culture works, too. I think that’s just a huge skill to be able to be empathetic, to be able to step into the shoes of others. I think it’s a really important skill to have, especially for our work, which requires us to talk across sectors and work across disciplines.
What don’t most people know about you that they should?
I’m an artist at heart. That’s what I did as a young kid, all throughout high school and college, I painted a lot, I drew a lot, I experimented with all kinds of mediums. I miss that part of my life. I haven’t done much since I graduated from college. Now, I watch my kids do it, and it makes me very happy.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
How Do You Keep the American Dream Alive? End the Digital Divide
More than one in five Americans don’t have access to the Internet. For the majority of the disconnected, the biggest issue is cost. As CEO of EveryoneOn, a nonprofit working to close the digital divide, NationSwell Council member Chike Aguh lobbies policymakers in Washington, generating awareness of low-cost options for connectivity and partnering with corporations to provide computers and Wi-Fi to American families. Aguh has helped connect 200,000 families in the last four years, and he plans to help 350,000 more by the end of the decade.
NationSwell spoke to him about what he’s learned from serving a disconnected and forgotten group of Americans.
What’s the best advice you have ever been given on leadership?
It comes from a professor I used to have — his name is Harry Spence — when I was in Cambridge. A public manager extraordinaire, he managed a number of public bureaucracies from housing authorities to school districts. I always call him a mix of Peter Drucker [the mind behind modern corporate management] and Confucius [the ancient Chinese philosopher]. The first day of class he said, “Does the staff exist to support the manager, or does the manager exist to support the staff?”
Great managers — and by extension, great leaders — support their staff, not the other way around. Your job is to help them do their job. Particularly as I’ve moved into leadership, I’ve realized more and more that my job is making others better, and in many ways, the work that I do at EveryoneOn for the communities we look to serve is about helping them be better. It’s not about me saving them. This is about giving them the tools to empower and save and change themselves. I think the same is true of leadership, and I want an organization that can operate without me: that is the goal. I think it is very easy, particularly in a very hero-centric view of social change, to see a social entrepreneur or a CEO or a leader as the sole change. That’s not true. It’s a movement of people, not a person.
What’s your favorite book of all-time?
I would probably say “Parting the Waters: America in the King Years, 1954-63,” by Taylor Branch, which is really one of the best histories of the Civil Rights movement that there is. It’s easy to forget where we were 50 years ago as a country. In many ways, it shows us what’s possible and also what’s left to do. The movement was a movement of people, not a person. Of course, Martin Luther King figures very heavily, but there are many other people whose names we forget and don’t say enough.
What’s your proudest accomplishment?
It was as part of my work at EveryoneOn with ConnectHome. One of the communities we work with is the Choctaw Nation in Oklahoma. I think we know, but it’s important to say, Native American communities on reservations are the most underserved parts of our country. So to be able to go there with one of our tech partners, Github, from Silicon Valley and give out 136 computers to families there, take them through digital literacy workshop and have Thanksgiving dinner with them was one of the proudest and most inspiring moments I have ever seen.
What inspires you?
I, in many ways, am a prisoner of my biography. To give you a sense of my background, my parents are from a small, out-of-the-way village in Nigeria that most Nigerians themselves have not been to and will never visit. None of my grandparents went past middle school. My dad grew up one of nine, my mom grew up one of 11. What changed life for both of them was the opportunity to come study here in the United States at public universities. My dad got a once-in-a-lifetime scholarship. He went to the University of Texas in Austin; my mom went to Rutgers. I always say, without education and the economic opportunity of this country, I would not be here, quite literally. I consistently feel like I’ve been given more than I could ever repay, but I’m going to spend the rest of my life trying. It’s what I’ve tried to do and I’m going to continue until I can do it no more.
When I was first taking on this role, I began to think that my country can’t do what it did for my parents for others without the Internet. What has happened over a generation in my family, that’s in many ways because of the American Dream. The only way that’s still possible is with everyone on and having access to the Internet. Eighty percent of kids need the Internet to do homework every night. I can tell you stories of families who go to the parking lots of hospitals or libraries to use the Internet. Ninety percent of job applications are online, particularly as you go up the income scale. Ninety percent of college applications are preferred or required to be done online. So, just with those three data points, if you are not online, you are economically and educationally marginalized. The Internet is the platform on which the wealth of tomorrow is being built through apps and tech companies. For that wealth to be shared by everyone, you need everyone on it: not just as consumers, but as creators.
The next Mark Zuckerberg is a young kid in Albuquerque, in Brooklyn, in L.A. We don’t know who they are, but we’re never going to find them if we don’t give them access to be creators on the Internet.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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How Do You Inspire Good in Others? Listen to Them
In 1969, long before running became a popular workout activity, George Hirsch completed his first marathon in Boston. The 26.2-mile race was the only one Hirsch had ever entered. Huffing to the finish line, he could barely breathe, but he caught the bug. He recorded his fastest all-time record (2:38) at age 44 in 1978, and in 1988, he wooed the future love of his life, Shay Scrivner, a first-time marathoner, by running alongside her for nearly the entire race. The founding publisher of New York Magazine and long-time publisher of Runner’s World, Hirsch ran one final marathon in New York City in 2009 at the age of 75, on a route he had helped create in 1976 and oversees today as chairman of New York Road Runners. While he’s retired his marathon bibs, NationSwell spoke with Hirsch about the lessons he’s learned from a lifetime of long-distance running and the ever-changing world of publishing.
What’s the best advice you have ever been given on leadership?
My father once said to me, “Get a reputation for getting up at the crack of dawn, and you can sleep ’til noon.” Underneath that, there is a little something. You get a reputation for anything: being collegial, being transparent, being trustworthy, being straight with people. I do think we are our reputation. We can alter it to some degree, but over time, we build who we are and it’s what we become.
What do you wish someone had told you when you started this job?
After I was in the Navy and went to graduate school, my first real job was at Time Life, back in the day when it was the premier publishing company in the world. It was a very special place to work, and people — very unlike today’s world — spent their careers working there. When I left to be the founding publisher of New York Magazine, no one understood it. People, like my boss, who was a great guy, didn’t understand. Now, in all fairness, there was no New York Magazine, so it was a high risk. To me, it seemed like an incredible, terrific opportunity. You have to remember, I’m not from what you would call an entrepreneurial age. People didn’t start companies in garages or leave college freshman year because they had a big idea.
What innovations in your field are you most excited about right now?
I’m on the board of Salon, which is an online magazine. I’ve entered that world, and it’s only taught me again that this idea of print being so challenged and all the answers are in digital, it’s not so true. For newspapers and magazines, digital presents as many problems as print does. Advertisers aren’t paying as much money for eyeballs. It’s very small, it’s very difficult, and with websites like Facebook and Google offering incredibly targeted audience segments to advertisers, it’s a different world. In-depth journalism and hard, good, solid investigative reporting costs a ton of time and money, and it’s not so clear how that’s all going to be paid for going forward.
Whenever there’s an opening — a vacuum, if you will — people try to move into it. So you are seeing people doing investigative reporting, even through nonprofits. Some of them are doing some really interesting and good work. You see organizations collaborating in ways they never used to. It’s being accomplished in certain ways, for sure, but I think that the real issue is: what is, if there is, the new business model? We all know what the business model was for Time magazine. To me, that’s still very much up for grabs. It’s no easy answer.
How do you try to inspire others?
That’s a role I guess you’re asked to play as the years go on, working with people that are in the middle or early on in their careers. It’s hard to answer in a way that doesn’t sound just pat, but I think over the years, I have become a better listener to people. I feel that, in a funny way, the more you listen, the more you can contribute.
What’s your perfect day?
A day I truly enjoy is one where I can get up and have some breakfast. I always have a real breakfast, with coffee. And if I have the time and I can linger over that, I’ll have a second cup of coffee and read The New York Times and get started that way. That makes me feel really good. Years ago and for countless years, my day began with a run, but now I push that back later in the day. Any perfect day for me still includes exercise, and I probably do that five or six days a week.
What’s your proudest accomplishment?
Marrying Shay. I met her in a very romantic way, and we were married for 25 years that were just remarkable in every way, before she died two years ago. She was really something extraordinary. She was one of those people who taught a master class in how to live a life. She was very tolerant, and even tolerant of the intolerant. During our entire marriage, I never heard her speak ill of someone. She just was someone you could watch and you just say to yourself, “I just learned being with her.”
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Editors’ note: This article originally stated that Hirsch worked for Sports Illustrated; he never did. NationSwell apologizes for the error.
There’s More to Innovation Than Asking ‘What’s Next?’
Omoju Miller, a self-described futurist (someone who studies the future’s possibilities), enjoys picturing tomorrow. As a Nigerian woman who settled in the Bay Area, she’s already torn down historical barriers to work as a software engineer in Silicon Valley, a white man’s world. But in envisioning a new society, Miller isn’t thinking only of contemporary struggles; she’s pondering what humanity will need next. Take one of her projects: Hiphopathy, where she’s using machine learning to parse rappers’ metaphorical language, in the hopes of teaching a computer to think conceptually, developing, in the process, a form of artificial intelligence.
Recently, NationSwell spoke with Miller about true visionaries that inspire her and the lessons we can all take away from their avant-garde thinking.
What’s the best advice you have ever been given on leadership?
I would say it’s learning how to listen and learning how to not do things for people. A good leader is somebody that enables others to rise to their own challenges. In leadership, it’s so easy sometimes to just want to jump in and do the work yourself because you can do it a lot faster. But a good leader does not do that. A good leader is a teacher who supports you as you stumble and figure it out for yourself.
What’s on your nightstand?
The book I just read — well, it’s not on my proverbial nightstand, it’s on my computer — it’s a series of essays by Tim Urban on [the website] Wait But Why? unpacking Elon Musk and his companies. Why did he found Tesla, Solar City, SpaceX? Why does he do what he does? Why did he come from South Africa, move to Canada, then to the United States? How can one man actually think he can be that intelligent that he can create a technology that will move us to Mars so that he can given humanity a chance to exist? The hypothesis is that at some point in time, something is going to happen to Earth that is going to make it impossible for humans to survive. Just like how the dinosaurs went extinct. And the only way you can prevent that happening is if the human species became multi-planetary. And there’s this man on Earth right now who believes he can capitalize enough people and resources to take humanity to multi-planetary existence. That is crazy! That is futurism to the max.
What’s your favorite movie of all-time?
One of the reasons I actually came to Berkeley, Calif., and the Bay Area specifically was because of George Lucas and Francis Ford Coppola and the rest of them. I’m a big Star Wars fan and also a big Coppola fan, and I wanted to live in a place close to Skywalker Ranch. I wanted to breathe the same air as the people who gave Hollywood the finger and decided they could tell their own stories and were willing to mortgage their homes and everything to tell their fantastical stories. I can’t say that Star Wars is one of my favorite movies, because it’s not. I think it may be the Godfather series. It’s such a great story, and it’s also very beautiful. It’s a story of people who live life to the fullest. Micheal Corleone needn’t have to be the Godfather. He could have remained what he wanted to be, but the pull of family was so strong. I also love the movies of Spike Lee, and it’s been great watching those over the years because the stories he tells are so different. It’s just wonderful that he’s such a consummate artist.
What do you wish someone had told you when you first became a software engineer?
The first thing I want to tell myself is make sure that you own your own path. Don’t settle for just a job, no matter how fabulous it is. Don’t settle for it, because you have the capacity to invent the future. And [you] cannot invent the future when you’re wasting your time.
What inspires you?
My belief in self- transcendence. At first, I thought I was going to have a normal life: white picket fence and all that kind of stuff. And I want to have that, but the question is, what’s next? When you get to that point, you don’t care about things anymore because you literally don’t care about material things. You are beginning to push your mind and what you can invent and what you can do. And with every little bit I was able to attain, it was like, Can I dream bigger? Can I dream bigger? I think that for the last six or seven years, I’ve gotten to the point where I truly believe I can solve the problems I put my mind to. I’m convinced I can do that. That is enough to make you wake up every day and go do it.
What’s your proudest accomplishment?
I would say finishing my Ph.D., because I wasn’t sure I was going to do it. Not because it was difficult or it was hard, no, that’s not the issue at all. It was because there were so many other distractions, there were so many other jobs that I could have taken that would pay a lot more money than staying in school and prioritizing finishing a Ph.D. So sticking it out and finishing it required so much will, because I was giving up so much money every couple of months to keep on doing it. I’m very happy about that.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
Questioning How Society Is Constructed Is the Best Way to Enact Change
As a staff member working for the U.S. Senate Committee on Foreign Relations in the mid 2000s, Tomicah Tillemann reported to now-Vice President Joe Biden and worked extensively with, he says with a chuckle, “a new senator from Illinois named Barack Obama.”
Inspired by successful policy work, Tillemann remained in government, serving as Secretary Hillary Clinton’s speechwriter (once going 100 hours without sleep in order to perfect a speech) and later, as her senior adviser. That work informed Tillemann’s current position as director of the Bretton Woods II initiative at New America, a new model of investing that combines the public and private sectors and technology to further social impact causes worldwide.
NationSwell sat down with Tillemann at New America’s minimalist offices in Washington, D.C., just blocks from the White House, to discuss the importance of collaboration and why appealing to logic isn’t always successful.
Is there an innovation in your field that you’re particularly excited about right now?
In the work we’re doing right now at the Bretton Woods II initiative, we started from the realization that we’re living in a world with a huge quantum of capital and problems. We don’t do enough connecting the two, and we have yet to develop a business model that allows us to move resources to solve big global challenges. What we have recognized is that with good data and good analytics, you can provide big asset holders with the information they need to see how targeted investments in social impact and development can address the root causes of the volatility that eat away at their profits.
What is the best advice you’ve ever received on leadership?
If you can build a community that is passionately committed to the cause that you are trying to advance, then your job as a leader becomes immeasurably easier. What I’ve tried to do in my work in the private and public sectors and now straddling the two is to bring together individuals that share a common commitment to the work that we are seeking to advance. At that point, I can kind of step aside and get out of the way and watch them do incredible things.
In our current efforts, we are fortunate to have partnered with some of the leading foundations and many of the largest financial institutions in the world. When you put these guys together, provide some vision and serve as a catalyst for their collaboration, they’re going to do spectacular things. The great challenge of leadership is to deliver a vision that can appeal to people who wouldn’t otherwise work together. If you can provide that, then you’ve got it made as a leader.
What inspires you?
My grandfather came to the U.S. as a penniless Holocaust survivor. He arrived with $7 and a salami in his pocket, and his salami was confiscated at customs. Through a lot of hard work and education, he eventually served the United States in the Congress for 30 years and became chair of the Foreign Affairs Committee. I was able to grow up learning at his feet; I spent virtually every summer in Washington, D.C., with him. The great benefit of that was seeing his commitment to improving the state of the world. He recognized what could happen if you didn’t; he’d seen the evil that could be unleashed when people looked the other direction.
What do you wish someone would’ve told you when you started working in Washington, D.C., but didn’t?
In so much of what we do in Washington and certainly the work we do trying to mobilize the world’s largest asset holders to invest in social impact, we’re trying to change behavior. Part of that is based in logic, but a lot of it goes beyond that. We tend to focus a lot of time and energy on logic, and it’s necessary but it’s not sufficient. In order to do everything else, you need to build communities, relationships and get very good at leveraging different centers of power. Ultimately, you can have the best case in the world, but unless you know how to speak to people through those other channels, you’re probably not going to do what you set out to accomplish.
What is your idea of a perfect day?
My most important job is dad to five amazing kids. Our oldest is 10 and our youngest is 16 months. My happiest days involve them. We go to the San Juan Islands in the Pacific Northwest every summer, and if we go out and catch some crabs, read some books together and spend some time on the beach — that’s real tough to beat. It’s a reminder of why you do everything else that you do.
What is your proudest accomplishment?
Definitely my five little people, and they’re in a class by themselves. Beyond that, I hope to someday say that my proudest accomplishment is leaving them a world that’s materially better than it would’ve been if I hadn’t engaged in these issues.
What is something that people don’t know about you but should?
I was born in the car on the way to the hospital. My mother was a very brave woman.
What is your all-time favorite book?
I really like Thomas More’s “Utopia,” which is a great exercise in how to reenvision and reimagine a society. The questioning that is evident in that book and the reexamination of some of the fundamental principles that you assume that need to undergird our civilization is something that we need more of. I think we can benefit from constantly looking at the way our society is constructed and asking, “Do things really need to be built as they are?” To the extent that we can make that part of our constant conversation in our heads, we can do good things.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
This Professional Risk-Taker Explains Why Exceptional Leaders Aren’t Always Confident with Their Decisions
In the early aughts, Annie Duke was an unbeatable poker player. At the very first World Series of Poker Tournament of Champions in 2004, she brought home the trophy and a $2 million pot. Later, in 2012, she turned her gambling wins into a speaking business, offering classes to Wall Street traders on risky decision-making and what they could learn from her card-playing successes and mistakes. Once that business became self-sustaining, she folded her cards and largely retired from the game to focus on education, her real passion. Drawing on what she’d learned from volunteering for an after-school program in Northern California and the latest research in behavioral economics, she founded How I Decide, a nonprofit that focuses on developing students’ critical thinking and socio-emotional skills. NationSwell spoke with Duke by phone about the topic she knows best: decision-making, its emotions, risks and rewards.
What’s the best advice you have ever been given on leadership?
People believe that to be a good leader, you have to be incredibly confident. They tend to equate confidence with this idea that you’re 100 percent sure about your decisions and that it’s an unwillingness to admit failure. In order to really effectively lead, you have to allow people to understand that confidence is not that. Admitting when you’ve made a mistake or letting people know that you’re not 100 percent sure of every decision is actually a better way to lead. A lot of people I admire have set a great example by saying, “I just wanted to let you know that I just made this really big mistake, and I thought I’d share it with you because I learned from it.”
What innovations in your field are you most excited about right now?
In the world of behavioral economics, there’s a big push recently towards actually applying the research in the field to improving people’s lives in the real world. You can really see this with [Stanford psychologist] Carol Dweck, who is very vocal in saying that she felt like she was sort of locked in a box doing her research for a long time, and now, she’s actually bringing that work to the populations that really need it. With behavioral economics, there was a long period of time where people were saying, “Oh, isn’t this interesting? People are very irrational.” And now that it’s starting to be a focus on, okay, that’s true, but how can we actually improve people’s lives through understanding what we know and trying to figure out real-world strategies that would improve decision-making?
What’s on your nightstand?
Right now, a bunch of stuff. I’m reading “Superforecasting: The Art and Science of Prediction” [by Philip E. Tetlock and Dan Gardner] and “The Success Equation: Untangling Skill and Luck in Business, Sports and Investing” by Michael Mauboussin. I just finished “Kluge: the Haphazard Evolution of the Human Mind,” which is by Gary Marcus, and “Rethinking Positive Thinking: Inside the New Science of Motivation” [by Gabriele Oettingen], which is fantastic look at mental contrasting.
What do you wish someone had told you when you started this job?
I wish when I first started out as an adult, I had a broader view of what success looked like. I think that I had a super-narrow view of what it meant to be successful, and I wish that there was a more complete view of success, so it also included emotional success: what it means to really be happy or feel fulfilled. I think that there’s a big push right now around mindfulness, which is really wonderful, because I think that it does treat the person as a whole. When I was growing up, success meant you went to this school and you had this kind of job. I think that when I was younger, I was sort of judgmental about that. Like when I met someone, one of the first questions I asked was, “What school did you got to?” As if that matters. I look at people who didn’t take that particular path, and many of them are incredibly successful individuals. But also I think that taught me to be incredibly judgmental of myself, when I felt like I wasn’t being successful or following whatever path I thought I wanted.
What’s your proudest accomplishment?
My children. I don’t think that there’s a close second to that.
What inspires you?
As far as poker is concerned, the inspiration was definitely my brother. He was already doing it, and he’s largely responsible for the success that I had, because without his mentorship, I don’t think that it would have happened. Going into the more academic side of things and decision-making, my children really inspired me to work in that [field]. Another person that inspired me is my paternal grandfather, who emigrated from Eastern Europe [and only] graduated from sixth grade, and I went to two Ivy League schools — the journey you can take from getting here not even speaking English to just two generations later. If you get somebody an education, it really removes limitations from their life. I appreciate the arc that happened in my family and how quickly that changed occurred through education.
How do you try to inspire others?
I don’t think about that. I try to focus on doing the stuff that I do, which is what really brings me a lot of happiness. And if someone is inspired by that, that’s great. Obviously, when I’m going and giving speeches, I’m hoping to inspire people to make changes in the way they think. The stuff that we do with kids is to inspire them to continue their education and become better thinkers and all of those things. But me personally, I think if I were really focused on that, I wouldn’t be able to do what I do very well. Because you have to live within yourself and the moment to be effective.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
For Education to Improve, Emotional Learning Must Be Emphasized
In his 20s, as a Teach for America fellow in a Washington, D.C., classroom, Nick Ehrmann, found himself reading Shel Silverstein’s poem “The Little Blue Engine,” which satirizes the well-known kid’s story of the Little Engine That Could who repeats, “I think I can, I think I can,” to power its way up a steep hill. In Silverstein’s version, instead of reaching the summit, the train slips backwards and crashes: “If the track is tough and the hill is rough, / thinking you can just ain’t enough!” the poet writes. Ehrmann took the lesson to heart and, after completing graduate work in sociology at Princeton, founded the educational nonprofit Blue Engine, its name a nod to the poem.
As CEO, Ehrmann takes the hard look at the shortcomings in our nation’s secondary schools, rejects pat inspirational messages and instead provides students with critical support to succeed in higher education. Blue Engine’s most important innovation is the introduction of teaching assistants (known as BETAs), mostly recent college grads, in the classroom. By breaking up large classes into small groups, teaching assistants personalize lessons for class performance and learning styles. With 89 BETAs in seven schools today, the program has been shown to nearly double the number of college-ready students — a 73 percent increase at three schools, according to New York’s 2013-14 Regents test data — and cut the number of failing students by one third.
On a recent weekday morning, Ehrmann, wearing a scarf against the 34-degree chill, plopped down at a table at Au Bon Pain in Lower Manhattan’s Financial District. NationSwell spoke to him about rethinking the education sector, leadership and fatherhood.
What’s the best advice you have ever been given on leadership?
There’s an expression that we have here that we have to earn the right to do this work. I think there’s a pervasive illusion that the fact that you have good intentions is going to lead to positive outcomes. And in actuality, it can lead to feelings of entitlement and arrogance and a lack of partnerships — true partnerships — in the communities in which we work. So from the minute we step foot into the office or to a school or to a classroom and sit across the table from a young person, who are we to say that we deserve to be there? We have to earn the right to be there in the eyes of young people, teachers, parents and each other. That’s number one. It feels like that’s the most grounding way to honor the work and not lose sight of what’s most important, which is achieving results.
What innovations in your field are you most excited about right now?
Number one is broadening the evidence base in how we define success, continuing to embrace academic achievement outcomes, but also incorporating measures of student growth, social-emotional learning, learning climate and the ways that schools can and must nurture the growth of young people more holistically. Students aren’t just data points. They’re people, and I think we’re seeing a really reductionist narrowing of what success means into standardized test scores at the expense of things that help young people grow and learn and develop independently in their lives. I think the pendulum is swinging back.
What’s currently on your nightstand?
Dude, I have like 5,000 books. Hmm…
What’s your favorite movie of all-time?
I have three boys under five [years of age]…we’re watching “Cars 2” and “Wall-E” for the 14th time, and actually, I just watched the Star Wars trilogy — the original three — with my four-year-old, and he was glued to the set. It’s just amazing.
What’s your biggest need right now?
Sleep! No, I think I’ve got it: a relaxation of the assumption individual organizations can or should scale to solve social problems alone and to encourage the essential forms of collaboration in systemic partnerships, where the most promising organizations become part of a much broader theory of change in how problems get solved. Look at Malaria No More, for example. There was no single organization that would have set themselves up to become the global malaria response. Too often, I think, entrepreneurs face pressure to scale to the size of the problem alone.
What inspires you?
Working with an incredible team. Having the chance to be part of an organization that sees the strengths in young people, instead of their weaknesses and deficits, and builds from that strength without taking credit for it. And the sliver of possibility that this work is going to have a dramatic impact on how students learn across the country.
In turn, how do you try to inspire others?
It’s easy to lose sight of what drives us and unites us as an organization, when the work itself is so hard. And part of my role is to consistently hold that vision and sense of possibility, just grounded in young people, to hold that front and center, so we can recharge.
What’s your perfect day?
I thrive on routine. I’m just going to describe my current day. A perfect day: I’d say it starts with not waking up three times in the middle of the night, step one. Step two: Cook breakfast for my boys. Get in a quick run in Central Park. It’s equal parts being in the field at schools and managing teams. Getting home in time so that Annie [my wife] and I could put the boys to bed. And eking out 36 minutes of “Homeland,” before I fall asleep on the couch. #LivingTheDream.
What don’t most people know about you that they should?
I was a musician for most of my life. I come from a family of musicians. I play cello, so I grew up doing classical and jazz ensemble work most of my life. I miss it. That would be part of my perfect day, if I had the time. I started around [the age of] four and put it down in my early 20s.
What do you wish someone had told you when you started this work?
To not to apologize for thinking big. And to not allow caution or fear to limit people’s sense of what’s possible.
To learn more about the NationSwell Council, click here.
This article has been edited and condensed.
Meet The Educator Who Accurately Predicted Technology’s Potential to Transform Student-Driven Learning
Elisabeth Stock founded PowerMyLearning, a national nonprofit that leverages technology to transform teaching and learning in low-income communities, in 1999 — a time when the cloud was still in the sky, the search engine Google was only a year old and most still logged on via a dialup connection. Even then, Stock saw software’s potential to boost students’ learning, but she didn’t want to replace classroom teachers with lessons on a screen; instead, she wanted the technology to strengthen the learning relationships among students, teachers and families. Today, Stock points to growth in math proficiency (and great gains amongst children with learning disabilities) at PowerMyLearning partner schools across the country compared to similar schools.
NationSwell sat down with Stock at the organization’s offices in the Garment District of Midtown Manhattan and discussed her outlook on leadership, learning and racing a Chevy Impala with her dad.
What’s the best advice you’ve received on leadership?
There’s this expression of the mirror and the window. What really strong leaders do is this: when things go right, they look out the window to see who they can give credit to. And when things don’t go well, they look in the mirror, and say, “What did I do wrong?” Really lousy leaders do the reverse. When things go badly, they look through the window and ask, “Who can I blame?” And when things go really great, they say, “Oh, look at me! I’m so great!”
What innovations in your field are you most excited about right now?
I’m very excited about how the technology is becoming much more user-friendly for teachers to do data-driven instruction and support student-driven learning. I also think we’re at a particularly exciting moment in time because the prevalence of cell phones and smartphones in the inner city has gotten really high, which provides the ability to combine texting with other things we’re doing to help parents stay in the game with their kids’ education.
What’s on your nightstand?
It’s depressing. You really want to hear it? I’m reading “When Breath Becomes Air,” which is a book about a young doctor [Paul Kalanithi] who gets diagnosed with stage IV lung cancer and decides he’s going to write a book before he dies. And then the other one I always have is “Thinking Fast and Slow,” [by winner of the Nobel Prize in Economics, Daniel Kahneman].
What’s your biggest need right now?
PowerMyLearning is in the process of developing our national board. Finding people who want to get involved in our work and will bring their networks, hearts, heads and wallets — all those pieces that will help us get better — is probably our number one need.
What do you wish someone had told you when you first started this job?
The key thing is to surround yourself with good people and to surround yourself with people who really believe in what you’re doing. You may meet somebody who has the best skill set for what you’re looking for, but if that person is not super excited about what you’re doing, it’s not worth it to bring them on board. They don’t have to work the same hours as you, but they have to be as committed and passionate as you.
What inspires you?
The thing that inspires me is this really strong sense of unfairness that exists, that if you are born in a certain zip code, you have different outcomes than someone else. It just seems, to me, so wrong, and I’m very driven to change that.
What’s the accomplishment that you’re most proud of?
I think it’s two things. We’re all about developing the capacity of people, so I’m very proud of helping teachers become better teachers and helping parents know how they can be more helpful for their kids at home, and then, seeing my staff do the same thing. We have people on staff who have been here for a long time and seeing them grow and develop is just so rewarding. If you can do that, you can do anything. All these other things we’re trying to make happen (like kids having better academic outcomes and socio-emotional learning), will happen if capacity is developed.
What’s something that most people don’t know about you?
Growing up, my father was a psychiatrist, so you’d assume that he’d be this kind of quiet, docile, glasses-wearing kind of guy. As my mom described it, she married Clark Kent but got Superman. The other side of my dad was that he was really into car racing. He could not wait until I turned 16, so I could start racing with him. He started me off taking the Chevy Impala out on weekends to race around cones in a parking lot, and eventually I graduated to a real track going 100 mile per hour on the straightaways. I think that my interests in how things work physically (I studied biomechanical engineering as an undergrad), a lot of it came from my dad.
What does your perfect day look like?
Every day is a perfect day. I don’t complain a lot. I mean a perfect day is when everyone is healthy and putting in their all, including my kids and my husband. You go home and everyone’s happy, and at work, you’re strengthening your own relationships. I’m not going to say it’s a day where you hear about some big grant or we get state test results back and our kids have done well, because those are just easy days. Those aren’t necessarily the best days. The best days are when you work hard, right?
To learn more about the NationSwell Council, click here.
This article has been edited and condensed.