FORUM ON INDIGENOUS LEADERSHIP IN THE 21st … · Indigenous Leadership in the 21st Century and...

Final Activity Report:

FORUM ON INDIGENOUS LEADERSHIPIN THE 21st CENTURY

Created By NCFNG British Columbia Regional O�ce &Public Education and Communications Directorate August 2007

Final Activity Report:


Contents

Letter From the NCFNG President........................................................................................1

Introduction.................................................................................................................................. 2

Findings.......................................................................................................................................... 3-10

Recommendations.....................................................................................................................11-13

Concluding Comments............................................................................................................ 14

Acknowledgments.................................................................................................................... 15

Final Activity Report:Forum on Indigenous Leadership in the 21st Century


Final Report Conveyance Letter From the President

It is my pleasure to forward you this �nal report from the Forum on Indigenous Leadership in the 21st Century, held with the Lil’wat Nation and the Squamish Nation. The forum was an opportunity to bring together leaders of all ages to provide insight into the development of sustainable change within First Nation communities across British Columbia.

The forum hit a meaningful chord with all participants. Everyone recognized that our Nations are facing many changes – many challenging and some ripe with opportunity. It is my belief that these forces combined with the implementation of First Nation’s inherent right of self-government means that we are on the cusp of great strides forward. I believe that leadership plays a critical role in shaping our response to change and as such we need to discuss, understand, and support leadership. By doing this, we move one step closer to our shared goal of creating a new memory in the minds of our children.

You will see that a key recommendation from the forum is to develop new opportunities to cultivate leadership qualities in emerging leaders. Here at the National Centre for First Nations Governance, we are committed to achieving this. In the spirit of our organizational values, we are seeking partners that are willing to work collaboratively with us. We hope that we will have your support as these initiatives surface.

Finally, I would like acknowledge our partner, the Whistler Forum for Dialogue as well as our �nancial supporters: Petro-Canada; Ledcor; Phillips Hagar North; Peace Hills Trust; and, the New Relationship Trust. Together we were able to have a very meaningful dialogue about Indigenous Leadership in the 21st Century and contribute in a small way to positive change in First Nations communities.

With great respect,

Satsan (Herb George)President,National Centre for First Nations Governance 1



The National Centre for First Nations Governance has identi�ed a need for leadership training to support First Nations communities as they strengthen and expand their governance capacity. There are many factors that in�uence success in First Nations communities, however, research clearly indicates that strong, stable and culturally relevant governance in First Nations is a pre-condition to long-term sustainable success. This same research shows that leadership is an essential element in building strong, stable and culturally relevant governance. (See The Harvard Project on American Indian Development).

Intuitively, most people recognize the importance of leadership in the governance equation, yet leadership remains an elusive concept. What is a good leader? What kind of leadership contributes to success in First Nations communities? How can we support the emergence of leadership that is prepared for the challenge of implementing the inherent right of self-government?

The purpose and intent of the Forum on Indigenous Leadership was to give greater de�nition to the nebulous concept of leadership by bringing together a mix of experienced and respected First Nation leaders along with young, emerging leaders from First Nations communities.

Twenty six participants gathered in a quiet setting in the shared territory of the Squamish Nation and the Lil’wat Nation. The National Centre for First Nations Governance utilized innovative dialogue methodologies, including World Cafe and Open Space to facilitate these conversations. The result was a robust and honest discussion about the concept of indigenous leadership for the 21st century. This report presents the contributions and �ndings of the forum.

INTRODUCTION

“So in terms of leadership, I know that it is good to recognize it. It is good to celebrate it and it is good to have an understanding that we have leaders. I think that it is possible through exercises like this to really have a discussion about what it takes to be a leader because we need renewed sources of leadership in our communities because even with excellent leadership, it is still a challenge. And we are a long ways from where we want to be.”

Nathan Matthews

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FINDINGSThe forum was developed to encourage dialogue on the following points:

• What are the challenges in First Nation communities in the 21st century? • What are the ideal qualities of an indigenous leader to meet these challenges? • What support do leaders need to succeed? • How can leadership qualities be fostered in emerging leaders? • What holds us back from being the leaders we want to be? • What inspires us to be the leader we want to be?

The �ndings that emerged from the discussions are summarized below.

What are the challenges that face First Nations leaders in the 21st Century?

Everyone acknowledged that there are enormous challenges facing our communities today. We face the reverberations of residential schools which tore at the fabric of our families and communities. We live under colonial jurisdiction. We have been socially and economically marginalized and forcibly removed from the land that once sustained us. It is no wonder that we have violence, illness, addictions, and dependence in our families and communities. All of these pressures demand greater opportunity for healing, community development, and education, yet we are hamstrung by the lack of �nancial resources and tools to meet our needs.

Yet we have survived and continue to survive, even as the world around us undergoes seismic changes. Some have said that the combined forces of globalization and technology are “�attening” the world. Ironically, in this hyper modern world that is emerging, participants felt, stronger than ever, the need for cultural identity and knowledge in the 21st Century. Emerging leaders must have an understanding of the people, territory, traditions, and culture. This is paramount. In the same breath, we must also �nd ways to change our outlook – building on our ability to survive, preserve and adapt. How do we ensure that the wisdom of our languages and cultures is passed on to new leaders? How do we use new management and technology in the context of that wisdom? These were acknowledged as critical issues framing leadership today. Only by addressing this will community consensus emerge – consensus that ensures the wisdom of ages lives on in ways that respond with honesty and integrity to today’s challenges.

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Challenges Identi�ed by Participants...

Participants engage in a World Cafe style discussion

• Lack of sustainable and independent funding for our governance and/or community programs/services • Lack of educational attainment within our communities to support the demands for all of the rebuilding that needs to occur • Lack of strategic planning that can coalesce community vision • A false feeling of inability in ourselves , our communities, our Nations and others - created over generations • A range of issues that reflect the trauma we have faced; trauma that impacts individuals, communities and reverberates through generations. It manifests itself as violence, addictions, self-defeating attitudes and poor health • The seemingly growing chasm between youth culture and parents. How do we ensure traditional wisdom transfer to younger generations? How can we learn and understand traditional values today? • How do we use modern tools and new management concepts without drifting from our core principles and values? Do these tools change us in deeper and more fundamental ways? • The lack of community consensus and the challenge of working together • The combined forces of technology and globalization is “flattening” the world and changing the forces acting on our communities • How to keep traditional values in a modern context – how do you operationalize “self-conscious traditionalism”?

Experienced and emerging leaders join together

“It’s time for change...time to create a new memory in the minds of our children.”

Satsan (Herb George)

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What are the ideal qualities of an Indigenous Leader?

There were many qualities of leadership that participants cited as necessary to respond to the challenges of the 21st century:

• A positive attitude • Courage • Introspection and self-reflection • Cultural identity • Communication

People admire leaders who present hopeful optimism because this inspires others to dream. We all recognize that there is much to grieve and nothing is meant to diminish our collective need to grieve. Yet people also need to be inspired by a message of hope. It is this positive attitude that many people found so ideal in leaders they knew. Included in a positive attitude was also a sense of humour. Perhaps it is the humour combined with the hopeful optimism that allows a person to build bridges within the community; something which is necessary for success.

Courage was identi�ed numerous times as it represents the key item that di�erentiated leaders from potential leaders. Courage means the ability to speak with the voice the creator gave us and to stand with conviction for what is right in the community. This is necessary because in an environment of social and economic dysfunction, even citizens in our respective Nations can express their ideas in harsh and mean ways.Having courage leads to the next ideal quality of indigenous leadership which is introspection and self-re�ection. This is the quality that raises intellect to wisdom.

Another good quality of all good leaders is the quality of communication. Many participants referenced great carriers of the oral tradition – like the late Chief Joe Mathias. But it was also noted that just as important are those who could quietly communicate through actions; exemplifying what it means to live right and well. Finally, and above all else, what grounds us as Indigenous people is a cultural identity. Therefore all discussions around leadership qualities were grounded in speci�c cultural identities.

“Self-identity is tied to language. Our language is our vehicle to our land, traditions and rights.As grandparents it is my responsibility and my husband’s responsibility to carry on the language.”

Martina Pierre

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• Someone that knows who they are – indigenous knowledge and identity • Exhibiting a deep respect for self, people, and culture • Follow traditional practices and have knowledge of it • Know traditional territories and place names • Exhibiting values, principles, morals and ethics consistent with living a good life • Good working relationships and builds consensus by bridging and healing historic divisions in and out of community - principle of inclusively • Good sense of humor • Appreciation and gratitude for everything in life – includes humility • Know your own weakness/strengths through personal re�ection and awareness of oneself • Good listener and able to stand up and speak to issues and use the voice the Creator gave you • Fearless, courageous, and show con�dence- all grounded in self-identity • Leaders need to be accessible/approachable and fair • Someone who is action orientated but quali�ed by wise action • Someone who has courage and con�dence - courage and strength to follow and act on vision • Someone who can express optimism within the context of understanding all the challenges people face in their day to day lives. When a community sees an inspired leader, it brings hope • Empower and motivate community members to build con�dence. Don’t be helpless rather it is helpful to be resourceful. • Someone that exhibits balance between mental, physical, emotional and spiritual aspects of being.

“If you want to be a leader, have compassion for your people.”

Satsan (Herb George)

Listening to the results of the Dialogue Cafe:Chief Sophie Pierre, Herb George, Nathan Matthew, Sheldon Tetreault, Norm Leech

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How can leadership qualities be fostered in emerging leaders?

It was recognized that in the past, those who were to undertake positions of leadership were trained or mentored at a young age. People noticed a young person’s ability to lead by watching them and then encouraged their growth. This may still happen in our communities. For example, events that shape the lives of the community also shape the qualities of emerging leaders. Feasts, gatherings, and meetings allow leaders to learn about the people and be reminded of the connection between all members of the community. The community shapes and nurtures individual identities. It also promotes accountability and provides opportunities for leaders and emerging leaders to share in the people’s celebrations and sorrows thereby always remembering and acknowledging the responsibility that comes with leadership.

However, it was also recognized that there is so much more that we can do collectively to support emerging leaders. Leaders need knowledge in a variety of areas such as case law, hosting community meetings and corporate governance. It was further noted that this knowledge must always be grounded in the knowledge of place and identity. People also realize that leadership is not disposable and that we need to equip people with not only knowledge but also the tools and strategies to keep mental, spiritual, and physical balance in their lives.

Traditions of leadership development may still exist today in our communities and can be complimented with additional opportunities for leadership development. It would be good to expand opportunities to build the character and con�dence of emerging leaders through knowing themselves, knowing their community and knowing others.

“Surround youngsters with beauty...help young people to see beauty.”

Elder Joe Michel

NCFNG’s Youth Engagement O�cer, Brenna Latimer leading discussions

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Leadership Fostering Identi�ed by Participants... • We must focus on all aspects of the self-strive for balance mentally, physically, emotionally and spiritually. It is not sufficient to make leadership an intellectual exercise – textbook learning will not produce the leaders we need • Finding ways for people to gain knowledge of lands, place names, stories; ingrain this as a cornerstone of leadership for rebuilding our nations • Recognizing the passion and interests of our children. Finding ways to encourage curiosity and build self-confidence so that we can realize our full potential • Promote opportunities for learning from experience – opportunities to be mentored by leaders • We all need to learn with love and compassion by encouraging respectful sharing and dialogue • We need to talk about accountability. What does personal accountability mean? What does leadership accountability mean? What ethics are linked to accountability? • We need to foster leadership; first by recognizing it and then nurturing it. We must recognize that there are different leadership qualities and that we all carry; some of these in different combinations. Leadership can emerge from our communities from unexpected places at unexpected times • Finding ways to acknowledge emerging leaders • We must never forget to connect parents, children, youth and Elders to our ancestors before us and those that will follow us

What support do leaders need to succeed?

Leaders are chosen and when an individual is chosen to be a leader, it comes with responsibilitiesand challenges that extend beyond the individual. No gift comes without its own struggles. And participants recognized that it is a gift. But what is important to note is that the leader is not standing alone but is standing with the community. Leaders serve the community. As such,recognition of leadership also attaches the primary responsibility to recognition of the people. It also brings with it the fact that leaders must ensure that they are constantly developing themselves and learning from others. Learning is ongoing and to be a great leader is to seek knowledge from all sources and build upon it not for individual gain but for the people who the leader serves. Learning is one support leaders need. They also need to find ways to maintain a balance between the physical, emotional, spiritual and intellectual aspects of their being. All participants recognized the challenge of finding this kind of balance when in a leadership role.

“Well I know I have never been able to �nd a balance between being a leader, a husband, a father or a friend. I know most communities pile everything all on one Chief’s shoulders. I don’t know that it is possible for one person to do all that and still be a healthy person. I certainly have not ever been able to �nd that balance.”

Norm Leech

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Leadership Support Identi�ed by Participants... • Community support is important for a leader – for example by recognizing the personal sacrifices they make • Family support is important for a leader – it can be difficult on a spouse • Watch the way we talk to each other. It can really affect us as leaders/youth, etc. We need to find respectful ways to talk about challenges in our communities. Ways that strengthen our relationships instead of tearing away at them • A team of people including stable, capable administration • Support learning that will support new change in self-government • Finding ways to support change in traditional roles. For example, there are strong women in leadership roles yet this is not universally accepted. There should be ways to recognize, support and encourage women in these roles • Having Elders watch leaders and provide support and advice to refine skills and perspectives • Spirituality, support from medicine people and understanding from communities on what we are doing • Looking after the health of the leaders • Support from the healed and empowered • Strong sense of belonging and support as well accepting and reaching out for existing support • Knowing ceremonies (for support) • Availability of mentors • An appropriate level of education will make the leader stronger • We need to feel at the end of the day that we have accomplished something • We need to develop a theory of Indigenous management (and associated tools) that will support leaders working to implement culturally relevant governance

What holds us back from being the leaders we want to be?

Participants acknowledged many limitations to leadership in all of us. Lack of experience, education, knowledge of traditions and culture, and also a lack of leadership mentors to followwere some examples. This leads many people to fear the full expression of the leadership qualities within us. Participants acknowledged that leadership development must address this personal confidence to truly see leadership emerge from all corners of our communities.

NCFNG British Columbia Regional Manager Sheldon Tetreault facilitates an Open Space session

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What inspires us to be the leader we want to be?

Inspiration is what carries a person from one day to another. For many leaders, inspiration comes in many forms, whether it be in the form of goal setting to spirituality or to looking to the future through the youth. Either way, leaders are no di�erent than any other person - there must be some experience, activity, or vision that allows them to wake up each day and be inspired. When a person holds that passion; it is infectious. It can inspire others to lead also.

“Leadership to me is someone that is in touch with their land, in touchwith their people, in touch with their traditions and language. Like me,I am a Secwepemc person. I’m trying to be in touch with the concept ofbeing a good person and trying my best everyday as a leader and as a general person. I hope I can inspire younger people, whether they come up to this type of work, or whatever type of work they want to do. Thatis what being a good leader is to me.”

Josh Gottfriedson

Josh Gottfriedson leads a World Cafe discussion

Leadership Inspiration Identi�ed by Participants... • Striving for more experience and education • Fear of success, change, making mistakes /expectations - fear of more responsibility and being overwhelmed • Finding the right role, outlet, passion • Being a female leader is still sometimes not accepted • Gender roles – example - women keeping home & family; can restrict a woman’s availability to be in public leadership roles • Finding the strength to express personal gifts • The hesitation of current leaders to pass the torch or to build the confidence of emerging leaders • Lack of mentors, support or networks. Who do I turn to? What is my network of peers that will understand my leadership challenges? Who can I trust to share my vulnerability? • Fear of the “crab pot syndrome” where our own friends, family and community might ridicule our courage to step forward • Self-pity and/or lack of confidence and indecisiveness - fear, shame, guilt and addictions • Lack of knowledge of community and culture that feed a sense of illegitimacy for representing the nation • Lack of balance between personal life and leadership role • Wondering if you are being listened to and valued • Waiting for permission to take the first step-leadership requires action

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Mike Mearns presents results of an Open Space dialogue

“There must be 8 Indigenous Lessons forhighly e�ective leaders, not 7 habits to bee�ective. We need our own leadershiptheory and programs.”

Mike Mearns

RECOMMENDATIONSThere are some very clear recommendations that emerged from the �ndings. These recommendations are:

1. Develop opportunities through new programs and initiatives that cultivate leadership qualities in emerging leaders;

2. Base all leadership development programs and initiatives on core principles of leadership;

3. Build a tradition of providing support to leaders; and,

4. Strengthen the memory of great leaders of our past as a way to celebrate and acknowledge our place in a continuum of people working for positive change in our communities.

These recommendations are discussed in greater detail below.

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1. To develop opportunities through new programs and initiatives that cultivates leadership qualities in emerging leaders.

Participants were unanimous in their support for the creation of new programs and initiatives to cultivate leadership qualities in emerging leaders. The focus was not on “youth” training per se, but rather a sense that emerging leaders can be any age. What is important is to give them a safe space to build their personal con�dence and strength with others thereby building up a network of people that can support each other. The initiatives could be academic like the past Certi�cate in Aboriginal Management from the University of Victoria or informal like the many community leadership programs across Canada. (i.e. Leadership Sea-to-Sky or Leadership Vancouver).

Participants identi�ed that any leadership development programs must do the following:

• Approach change in our communities with confidence and with an emphasis on applying the ancient principles and values of our respective nations in modern ways; • Approach change in our communities by implementing the inherent right of self-government; • Building positive working relationships – both inside and outside of our nations – to affect the change our communities want; • Incorporate a fundamental ethic about the importance of language, place and cultural identity; • Build skills for communication and community engagement; • Involve Elders, youth, adults – fully embrace the contributions each can make; • Provide mentorship opportunities; • Offer training in technology and a critical assessment of its impact

“We are more than just an opening and closing prayer.”

Elder Joe Michel

Elder Joe Michel enjoying a good read

2. To base all leadership development programs and initiatives on core principles of leadership.

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3. Build a tradition of providing support to leaders.

In addition to supporting the emergence of new leaders, people also recognized that there is a need for supporting existing leaders. The demands and challenges of leadership positions in our Nations can be exhausting. It is important that leaders have times of renewal – to reconnect with their own sources of inspiration and passion. It was also felt that this type of support should be done consistently thereby creating a tradition of self-care. Many of the current First Nations leaders that attended the Forum on Indigenous Leadership commented that the small group, contemplative environment of the Forum was a good example of how to re-ground and re-inspire the leaders of today.

There emerged a theme of connection – that as leaders we are preceded and will be followed by great people. Indigenous leadership in this century is part and parcel of past meets present and change is imminent yet the principles remain the same. In fact, part of looking at issues of today was also re�ecting on the past leaders who made a di�erence in the lives of many of the participants. British Columbia has been a catalyst of change and many leaders who have since passed on were mentioned as examples during the discussion: George Manuel, Joe Mathias, James Gosnell, and Philip Paul. The memory of these great leaders needs to be strengthened and shared with emerging leaders. One idea was to develop a theme of program that focuses on connecting today’s leaders to past and future leaders. This would recognize leadership as part of a continuum of commitment and energy to make our families, communities and Nations prosper.

4. Strengthen the memory of great leaders of our past as a way to celebrate and acknowledge our place in a continuum of people working for positive change in our communities.

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CONCLUDING COMMENTSThe Forum on Indigenous Leadership in the 21st Century was inspiring and heartfelt. Participants volunteered their time, intellect and experiences to honestly engage in a needed discussion. Leadership is one of the elusive ingredients for success. The intent of the Forum was to add greater substance to the concept of leadership and to ensure our deliberations were grounded �rmly in our own Indigenous experience. The �ndings, presented herein, are the National Centre for First Nations �rst step in doing this. We look forward to working with you and your organization to further develop these ideas and to support the many emerging leaders in BC First Nations.

Participants of the Forum on Indigenous Leadership in the 21st Century

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ACKNOWLEDGEMENTSHost Nations: Lil’wat Nation & Squamish Nation

Financial Support: Petro-Can; Ledcor; Phillips,Hagar,North; Peace Hills Trust; New Relationship Trust

Partner:Whistler Forum for Leadership and Dialogue

The National Centre for First Nations Governance is a national, independent First Nations controlled organization dedicated to supporting First Nations as they work to implement their inherent right of self-government. The vision statement of the NCFNG is: Rebuilding our Nations through the exercise of our inherent right to self-determination through strong, stable and culturally relevant systems of government.

To accomplish the vision, the National Centre for First Nations Governance has established �ve regional o�ces across the country. Each regional o�ce implements activities in the four business lines of the organization:

• Governance Advisory Services • Land, Law and Governance Research • Professional Development • Public Education and Communications

The British Columbia Regional o�ce is located at 100 Park Royal on Squamish Nation land.

For more information visit: www.fngovernance.org

The Whistler Forum for Leadership and Dialogue is a charitable, non-pro�t organization whose focus is building collaborative, dialogue-based leadership skills. The Whistler Forum for Leadership and Dialogue is a member of the Canadian Community Leadership Network. For three years the Forum for Leadership and Dialogue has run the Leadership Sea to Sky program which has drawn together cohorts of emerging leaders within the Vancouver Coastal region. One-third of all participants in the leadership programs have been Aboriginal.

For more information visit: www.igloo.org/whistlerforum

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