SPN’s Executive Leadership Program (ELP) brings leaders from our 50-state Network together to build their organizations and deliver results through leadership and organizational development, focusing on building long-term strategies to secure durable policy reform as quickly as possible. This mission requires best-in-class leaders whose hallmarks are building influence to get sound policy passed. While the path toward those ends differs in each state, leadership and organizational similarities exist. The ELP serves leaders through a series of tailored programs like the Annual Executive Leadership Summit, Executive Leadership Coaching, Peer Groups, a CEO-only gathering at SPN’s Annual Meeting, curated content and personalized individual strategic counsel.
In 2024, we convened with and worked alongside our network of executive leaders from across the country to share what works and capitalize on multi-state opportunities. For example, 14 CEOs engaged in executive coaching, while SPN’s CEO peer groups served 36 individuals, which included 29 of our affiliate CEOs. One benefit of these peer groups is the peer-to-peer sharpening that accelerates organizational growth. The Network is strengthened by peer group members building deeper, meaningful relationships, and these peer group members came together at the Executive Leadership Summit, the annual meeting for all affiliate leaders and CEOs who have opted into the benefits and rigor of a peer group. Attendees have reported this meeting provided them with an opportunity they can’t get anywhere else: connection to like-minded peers in their industry pushing the limits of success. The Summit is an opportunity to discuss ways to build out infrastructure rooted in state-based policy research, secure durable policy wins, challenge strategic assumptions, and leave with ideas to bring back to their teams back at home. It’s also a time that SPN celebrates the achievements of CEOs both internally and externally – something often overlooked in other settings.
Through coaching, peer groups, and individual counsel, CEOs are empowered to identify the gap between where they are currently and where they need to be to advance their goals. They are stimulated to think about the next big lift on the horizon, such as building out staffing needs, developing an engaged audience, and breakthroughs in fundraising.
SPN also highlights leaders within our Network who are driving positive change in their states and achieving victories that serve as a model for others. SPN shares resources that CEOs can use as they grow and encounter new challenges in their organization. For example, SPN recently released a series of risk management memos covering topics from “What to Do if Subpoenaed” to the “Ins and Outs of Insurance.” SPN also hosted webinars on these topics to allow the CEOs to discuss more and connect with experts to ask questions.
Together, these programs work to help CEOs learn how to set influential direction, build talented teams, empower key stakeholders, drive robust results, celebrate and invigorate, and root for the success of peers. Fortunately, many CEOs hunger to master the roles and responsibilities of a successful senior leader so they lean into the programs – which result in their achievement of higher levels of professional excellence. SPN is continuing to invest in leaders in 2025 to help them build significant influence to achieve durable wins across the country to make lives better for more Americans.
I know these meetings must be a great deal of work and expense for SPN, but they have been of such value to me! Over the years, they’ve covered every facet of executive leadership – including resilience and self-management. I’ve gained a network of peers who have become trusted friends and whose intellects and experiences have expanded my thinking and knowledge exponentially.
And as I’ve said before, Yankee Institute wouldn’t even exist in its present form had SPN not come alongside me when I became its leader ten years ago. Your coming to Hartford to help me chart its original strategic course and then sending Daniel to teach me how to raise money made all the difference in convincing me I could succeed as a leader from the beginning.
—Carol Platt Liebau, Yankee Institute
When think tank leaders get together, we like to talk about wins. The strength of the “Accelerators” group is that the BS meter is turned off. We have candid conversations, sharing wins, losses, and opportunities seized and missed. Leading organizations means making choices with clarity and persuasive power. Being part of a network of allies facing similar challenges is invaluable. Whichever state or states we are working in (and they’re all different), policy change is a function of lots of upfront work or the resolve to stick with a long, tough slog—usually both. Joe and Heather have kept us focused on three things: a solid strategy, the right talent, and an unwavering drive to win.
—Jim Stergios, Pioneer Institute
Our CEO/Presidents SPN support group has evolved into more than a peer group. We are like-minded leaders with similar missions, brought together to hold each other accountable and raise expectations of ourselves. More than that, we’ve become family. Like brothers and sisters, we gently tease and joke with each other. They get me, and I get them. You can feel the genuine caring in the room. We help each other focus our thoughts, push each other to follow through, and energize each other. SPN has made each of us better leaders and better people.
—John Tsarpalas, Nevada Policy
As a fairly new leader in the think tank world, the Accelerators peer group has been an invaluable resource for me. Having the ability to “phone a friend” has given me a distinct advantage I wouldn’t have had without engagement with SPN or our peer group. Our group’s cohesion and willingness to help each other with both large and small issues has been one of my favorite things about being involved with SPN so far!
—Stephanie Smith, Alabama Policy Institute
Being part of a SPN CEO peer group has been extremely beneficial over the years with this particular group being the best group yet under Heather and Joe’s leadership/management. I am benefiting from a diverse group from different organizations and ones that are not just your typical SPN think tanks as we have a media organization and groups that have embraced and are building parts of a durable infrastructure like I am in Washington. Receiving their thoughts, guidance and advice as we help launch new c4 organizations in particular and in this unique year when we qualified several ballot initiatives has been invaluable. I also appreciate their thoughts in dealing with board members and unique fundraising and staffing challenges.
—Dann Mead Smith, Washington Policy Center