OUR FRIENDS AT NONPROFIT TALENT SPENT A FEW MINUTES GETTING TO KNOW PRESLEY. HERE’S WHAT THEY LEARNED…
1. What gets you out of bed in the morning?
What gets me up in the morning is my passion and desire to make things happen. I spent my life and most of my career living and working in economically disadvantaged areas, and I understand the challenges and complexities that our communities face. Every day I strive to contribute to society, by attempting to solve problems and provide lasting solutions.
Ultimately, we are all here to make good things happen for other people and create positive change for the greater good.
2. What’s the best leadership advice you’ve received from others that you pass on when you have the chance?
First, I believe in order to be a great leader we have to first be a great servant. Leaders rise out of a true passion to serve others, not to gain authority or popularity. Secondly, leaders must understand and develop emotional intelligence, which is a unique set of skills that captures the awareness of our own emotions, the emotions of others, and uses this awareness to manage ourselves effectively to form quality relationships. Lastly, specifically in community-based leadership, you cannot do it alone. You need to be one leader among many. When you are working to transform something, it is critical to have partnerships throughout the system you are trying to change. Finally, great leaders commit to excellence rather than perfection. No human being is perfect. Every single one of us is a work in progress. Authentic leaders commit themselves to excellence in everything that they do. They are constantly pushing the envelope, raising their standards and “turning up the heat”.
3. You relocated to Pittsburgh to launch Neighborhood Allies, and work in communities of need in the Pittsburgh region. What can we do to improve leadership at a block, neighborhood or community level in the Pittsburgh region?
Pittsburgh has a tremendous legacy of philanthropic leadership and investment, which has proven successful in transforming many neighborhoods. However, tackling the complex and challenging problems facing low-income residents demands that we set a “new table” and change the culture of problem solving. This work requires bringing an uncommon set of actors to one table to align their efforts and work towards a common goal. At the neighborhood level we have to have honest conversations on what neighborhood change really means, and decide as a community how we want to get there. Many times leadership comes to the table to “protect” rather than to “serve”. Solving complex problems requires leaders to be open to changing the way they work, putting the real issues front and center, and being honest about what kind of results we want to achieve. At the end of the day, if we are to be successful, we must come together to get the work done.
4. When you are successful in your role leading Neighborhood Allies, how will our community look different in 3-5 years?
The work of transforming disinvested and entrenched neighborhoods takes patience and long-term commitment. That said, I am convinced that even after decades of disinvestment in many of our most distressed neighborhoods, a new strategy of thoughtful and coordinated place-based, and people-based investments can transform neighborhoods. In 3-5 years, I would expect to see tangible progress. Residents will be re-energized and engaged as full partners in rebuilding their neighborhoods. They will be equipped with action oriented change agendas, more knowledge, and with increased confidence. I also expect to see improvements in the physical conditions of target neighborhoods including housing and vacant land re-use, reduction in blighted vacant structures, brighter and more creative public spaces and increased economic opportunity. The macro challenges of poverty, social injustice and education achievement gaps will realistically take longer to impact, as they will involve policy changes at the local and federal levels. We are beginning an exciting journey, am I am committed to working with our partners to have a profound impact on our city.
5. As someone who has excelled in private sector and nonprofit leadership roles what advice do you have for young leaders whose future goal is to serve as a nonprofit CEO?
First, you have to dream extraordinary things; things that you cannot currently see, at the point where you are today. You have to set audacious goals for yourself, even when others doubt you. You may not achieve them all, but it is better to aim high and miss, then to aim low and hit the bulls-eye! You also have to expect and handle adversity along the way. Things will go wrong, but each time you fail, it is an opportunity to learn and get better. There is no substitute or short cut to an extraordinary work ethic. You must develop that plan, think it through and then GET THE WORK DONE. Lastly, you have to never be satisfied with success, as that leads to complacency or stagnation. Always maintain a curiosity and ask how can we do better; and there is nothing wrong with a healthy sense of impatience!
6. You are a motivational speaker who easily excites an individual, or an entire room. This is a skill all nonprofit leaders must have at their command. What’s the best public speaking advice you could share with our readers?
First, I would say study the subject matter and believe passionately in what you are saying. When you speak from the heart; even when you are nervous or make mistakes, the audience never notices your nervousness! Relax, and transform the nervous energy into enthusiasm.
7. Who are three leaders you admire most, and what is your reason for choosing them?
Dr. Martin Luther King, President Barack Obama and Nelson Mandela.
All these men have set an example of leadership, courage and devotion to improving the lives of others.
8. What’s something our readers would be surprised to learn about you that they might not know?
I have an identical twin brother, and jazz trumpeter Dizzy Gillespie was my dad’s brother.
9. Finally, what do you do in your free time, particularly when you need to recharge your batteries?
I really love spending time with my wife Nora and two children Portia and Jarrett, and hanging out in tropical climates. I also enjoy collecting and studying wristwatches.
Presley L. Gillespie is the President of Neighborhood Allies, and can be reached at 412.471.3727 ext. 213, and presley@neighborhoodallies.org
Website: www.neighborhoodallies.org
