Cohort 17

Senior Director of Philanthropy Operations

Elizabeth Dukovich

Executives and senior leaders who set strategy, lead teams, and drive organizational outcomes.

Startup founders building new businesses, from MVP to scale.

Developing leadership skills — inspiring teams, building culture, navigating organizational complexity, and driving results through others.

Setting strategic direction, making high-stakes decisions, and translating vision into execution.

Day-to-day people management — 1:1s, feedback, performance management, hiring, and team operations.

Most leaders think their team is aligned. What if they aren’t? MtL reveals hidden gaps and builds habits to get clear and act as one.

CEO, Board Advisor, and Creator of MtL

Unison

Oracle

Compusult Limited

SAIC

Peter DiGiammarino

Professional CEO, Executive Director, and Creator of Manage to Lead (MtL).

MtL Course Designer and Co-Instructor

Stanford University

Genentech

UC San Francisco

Kaiser Permanente

Joyce Reynolds Ph.D.

Executive Alignment for Enterprise Operations and Governance

IntelliVen

<h3>Why I enrolled</h3>
As the Senior Director of Philanthropy Operations at Civic News Company and the Principal Consultant (PC) for the Chalkbeat cohort, my goals are <ul class="list-disc ml-8"><li>Supporting the Chalkbeat team to the greatest possible success in the MtL course</li><li>Sharpening change management leadership skills</li><li>Learning to apply the MtL framework to my domain of work in fundraising operations </li></ul>


 <h3>A breakthrough moment</h3>(duplicate from takeawasy channel) Module 7 Takeaways<ul class="list-disc ml-8"><li>The hardest part of good governance - ramp-up, meeting, follow-up - is the follow-up. It's also critical.</li><li>The three-pronged governance structure above is a time investment, and it's worth it. It increases efficiency and quality overall by making meetings more substantive and productive.</li><li>Organizations don't necessarily need fewer meetings; they need better meetings (and associated processes).</li><li>Only review the things that are important - then ask why you're doing anything unimportant at all.</li><li>Purpose of governance reviews: help, guidance, support (mindset matters!)</li></ul>


<h3>What I’ll apply</h3>
Lessons from the leadership philosophy section

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