Coro has also expanded and evolved its leadership and civic engagement training to include almost 25 kinds of intensive community programs.



Coro trains ethical, diverse civic leaders nationwide. Coro leaders develop skills; master tools needed to engage and empower communities; gain experience in government, business, labor and not-for-profit community organizations; and participate in special community and political problem solving processes.



Grounded in its commitment to connect and support thousands of Coro alumni nation- and world-wide, the Coro National Alumni Association (CNAA) is the official alumni association of the Coro Foundation and its regional centers and programs.



Your gift to Coro helps us train more individuals to participate in and lead communities across our country; supports community, regional and summer programs; strengthens the Coro National Fellows Program in Public Affairs; helps us empower young people.



Coro Centers currently operate out of six cities in the United States. Click on a link below to visit the website for that city.



Moss Kanter on Leadership

Leadership icon Rosabeth Moss Kanter has released a new book, “Supercorps,” with findings from interviews with 350 organizations around the world. From the examples of those that are thriving, she has reaffirmed five well-known elements of leadership common to the most successful performers: 1. There is no leadership without a noble purpose.The best companies are guided by purpose, values and principles, and recognize their responsibility to the community. 2. Leaders see new needs, problems and find solutions. 3. They partner and collaborate. Don’t just think outside the box – think outside the building. That is, go beyond your own organization. 4. Empower people. This includes engagement of employees, “alumni,” and community members. Convene people in conversations and permit the flow of self-organizing activities. 5. Persist and persevere. Citing what she humorously calls “Kanter’s Law,” she reminds people that “everything can look like a failure in the middle.” “Middles” are difficult because: We can’t accurately forecast the future Unforeseen roadblocks arise that need to be dealt with People lose momentum; and Critics surface once things are under way who try to block change. These characteristics collectively require that leaders be courageous and flexible. They must be able to think big AND small to keep the vision in sight but deal with the details of execution. They must energize their team and shield them from the... read more

“Leading Through Conflict”

Mark Gerzon, founder and President of the Mediators Foundation, summarizes his view of leadership in his 2006 book Leading Through Conflict (Harvard Business School Press). He maintains that the we should think of the “Mediator” as the new model for leadership that “transforms differences into opportunities.” The Mediator: Strives to act on behalf of the whole, not just a part. Thinks systemically and is committed to ongoing learning. Builds trust by building bridges across the dividing lines. Seeks innovation and opportunity in order to transform conflict. He contrasts the Mediator with the “Demagogue,” who leads through fear, and at worst resorts to violence to dominate others, and the “Manager” works within his or her own boundaries, and limits the view of self-interest to his or her own group. The Mediator needs eight tools to work effectively. Gerzon describes them this way: Integral Vision: committing ourselves to hold all sides of the conflict, in all their complexity, in our minds – and in our hearts. Systems thinking: identifying all (or as many as possible) of the significant elementsrelated to the conflict situation and understanding the relationships between these elements. Presence: applying all our mental, emotional, and spiritual resources to witnessing the conflict of which we are now a part. Inquiry: asking questions that elicit essential information about the conflict that is vital to understanding how to transform it. Conscious conversation: becoming aware of our full range of choices about how we speak and listen. Dialogue: communicating in order to catalyze the human capacity for bridging and innovation. Bridging: building partnerships and alliances that cross the borders that divide an organization... read more