Marjorie Perry

Marjorie Perry

494 Broad Street, Suite LL10, Newark, NJ  07102



Organizational  Overview



Leadership Newark was born out of a desire to strengthen the City of Newark’s civic infrastructure. Leadership Newark continues to create a network of emerging leaders with the drive, knowledge, skills and connections needed to improve Newark’s future.  The Leadership Newark mission is to augment and improve the network of civic and community leaders sincere about serving their community.  In so doing, Leadership Newark paves the road to expanding service for the common good. The two-year Fellowship uses an experiential education model to develop one’s knowledge in areas, which have an impact on the community at the state, county and local levels.


In 2013, Dr.Roland Anglin and his team from the Rutgers University Cornwall Center conducted an assessment of the impact and value of the Leadership Newark fellowship program in the community. In his report he noted, “Their personal testimonials are, in effect, the most compelling evidence of the positive and lasting contributions of LN to the city of Newark” referring to the fellows, and further shared,  “There is no question that as a city, Newark is in a far better position than it was before Leadership Newark existed, and that is a great testament to the positive influence of the program and its graduates.” Leadership Newark, Inc. is the only organization in the greater Newark area that recruits emerging or established professionals to have a diverse group of stakeholders delve deeper into public policy issues impacting the Newark community. 


The network is 500+ strong.  The personal achievements specifically due to relationship and connections developed are numerous from judgeships & elected office holders to business partnerships and new positions. The collective achievements are born out in their civic endeavors as well as formal/informal support of organizations in the Newark community.  The Fellows have not only bonded, they are committed to the community and one another due to the foundation established throughout the fellowship.


The idea that drives Leadership Newark is that of servant-leadership, which is a phrase coined by Robert K. Greenleaf as a key element to building strong communities.  Simply stated, Servant-Leadership is the concept of first serving others, then leading as a way of expanding one’s service for the common good.  Leadership Newark has a competitive application process, which enables the Selection Committee to identify those with a demonstrated track record of civic participation, a burning desire to do more, and a commitment to the community.  The program has been successful in identifying potential civic leaders, equipping them with a deeper understanding of the issues and the skills needed to address those issues.  Leadership Newark connects the participants to a network of key leaders and potential allies who help demonstrate their capacity to help the city through a civic project.  Leadership Newark is sustaining the city’s revival by strengthening its civic infrastructure.


Attracting those in the prime of their career, Leadership Newark’s goal is to continue to build a broad strong base of funding from foundations, corporations, businesses, and individuals with an interest in the future of Newark.  The curriculum is structured to have the program participants spend one full business day and one evening each month enhancing their knowledge through debate discussion and involvement on issues such as Environmental Justice and Equity, Immigration, Public Safety, Health & Human Services, Criminal Justice, Education & Governance and the overall impact on urban communities. In the Year I, the commitment is at a minimum, one full business day per month and in Year II, the participant must be available to partner with a local non-profit to work on a community service project benefiting both the non-profit and the community.

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Wednesday, 01 April 2015 17:11

What are golden leadership qualities?

What Makes a Leader? Daniel Goleman | SOURCE:

Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.

Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.

I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.

In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, we’ll explore these questions, taking each of the components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—in turn.

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Wednesday, 01 April 2015 17:07

Leading the New Generation

5 Tips for Leading Millennials by ROB REUTEMAN | Source:

Millennials aren't all that different from the generations before them, but knowing a bit more about their motivations and needs in the workplace can help your entire company succeed. Here's some advice:

Emphasize training and personal development.

Surveys show that Millennial workers rate training and development as an employee benefit three times higher than they rate cash bonuses. “Put your training program on steroids if you want to retain this group. It’s money that is worthwhile to invest,” says Amy Lynch of Nashville-based consulting firm Generational Edge. 

However, this should not necessarily mean laying out every facet of a Millennial employee’s role. Tammy Erickson, author of Plugged In: The Generation Y Guide to Thriving at Work, advises against “over-specifying.” “These are people who have gone through school not necessarily reading a textbook from start to finish, but getting a snippet of information from here and there on the internet,” she says. “Give them a challenge and let them figure it out.”

Encourage collaboration and transparency.

“The new-era employee assumes they can and should contribute to conversation and decisions that affect where they work,” says Lisa Orrell of San Francisco Bay Area-based consultancy The Orrell Group and author of Millennials Incorporated. Meetings should be open, collaborative sessions in which everyone is encouraged to share ideas. 

A good leader will know how to incorporate that input and channel it. “Switch from top-down to side-to-side management,” Lynch says.
“Focus on: ‘Here’s what we have to get done, let’s figure out how to get there.’” 

Reconsider the schedule.

Many leaders are restructuring the workweek to accommodate young people’s stamina and give them more time to recharge. “Be more flexible and try four 10-hour days to give employees a three-day weekend. You’ll make your business a workplace of choice for Millennials,” Lynch says.

Focus on mentorship.

“Millennials have grown up with a lot of guidance from their parents, society and teachers. They truly value and seek hand-holding at work,” Orrell says. “I’ve spoken with many Millennials who have quit jobs quickly because they were promised mentorship but never received it.”

You may also try reciprocal mentoring, such as pairing a smart, tech-savvy Millennial with a senior exec. “Have the exec learn social media while the Millennial learns leadership and management skills,” suggests Jeanne Meister, founding partner of New York-based consultancy Future Workplace and co-author of The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today.


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Wednesday, 18 March 2015 12:45

Women in The work place


New research from the Center for Talent Innovation (CTI) suggests the biggest roadblock may be the perception that the burdens of leadership far outweigh the benefits--a perception shared by 60 percent of U.S. women and 65 percent of U.K. women between the ages of 35 and 50. Although societal norms have shifted as more women assume positions of power, few stories extol their sense of fulfillment, intellectual excitement and sheer joy inherent in having the top job. Instead, the prevalent narrative is still one of sacrifice: the toll career ambitions take on one's personal life.

The result: Too many women step off the fast track because they see an executive role delivering a hefty salary but little else that they value.

The fact is, CTI's study shows that rather than a limitation, power is actually a plus for women. It can enhance both their professional and personal lives. A closer look at what mid-career women (ages 35 to 50) want from their careers exposes their misunderstanding of power and illuminates the benefits it can bring. They want the following:

Women want to flourish. However,the majority of women without power--82 percent of women in the U.S. and 78 percent in the U.K.--believe that an executive position would not allow them to flourish. This assumption is incorrect as 58 percent of women with power in the U.S. and 36 percent in the U.K. report having the ability to flourish.

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Wednesday, 18 March 2015 12:42

Overcome Mental Challenges

by Neil Patel @

Would I encourage everyone to start a business? No.

Starting a business hurts. It requires hard work. Everyone has skills and abilities, but not everyone should invest those skills and abilities in starting a business. Those who possess entrepreneurial aspirations need to know how tough it is to create a company.

The biggest challenges are not the external ones like funding, coding, technology or talent acquisition. Those challenges can be fun, as long as you view them the right way. The biggest challenges are the internal ones, like stress, fear and self-doubt. Entrepreneur and financial expert Ramit Sethi estimates that 95 percent of the barriers to success come from crippling thought processes.

You have to power through some serious mental hurdles in order to start a business and make it a success. What kind of hurdles? Here are the ones that you need to get rid of.

Related: 6 Personality Traits That Can Make You a More Trusted Entrepreneur

1. I’m not really an entrepreneur.

Let me toss out one of the most over-asked and under-answered questions on the planet: What is an entrepreneur?

Nobody knows for sure. People try to define the word -- fromgovernment organizations to columnists. We have little more than mere definitions, cobbled together by people trying to make sense of the vast entrepreneurial arena.

One of the most popular types of entrepreneur articles are the lists. You’ve read them, with titles like ”25 Characteristics of a True Entrepreneur.” These can be seriously misleading. When we crowd out would-be entrepreneurs by tightening our definition of an entrepreneur, we do a disservice to the world at large and to those entrepreneurs as individuals.

In a study from the University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership, researchers admitted “There is no well-defined population of entrepreneurs (due to lack of consensus on definition), so comparisons and generalizations are dangerous.” Another research project from the University of Baltimore cited multiple studies that pointed to the same truth: “A common definition of the entrepreneur remains elusive.”

If you think you’re not an entrepreneur, then you’re approaching the issue from the wrong angle. The right angle is I want to start a business...sell something, do something, invent, create, dream and grow. If you start from the “am I an entrepreneur?” question then you may accidentally disqualify yourself before you even begin.

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 March 27, 2015

Essex County

Board of Chosen Freeholders & Office of Small Business Development and Affirmative Action – West Orange, NJ

“Construction Management Best Practices”

March 20, 2015

Ignite Women’s Conference – Columbia, MD

“Living Large”


At first glance lazy employees seem to be the worst ones to look to if you want to get a job done, but that may not be the truth.

After all, it's the lazy employees who know the shortcuts, the efficiencies, how to eliminate problems, keep things running smoothly, and save time.

Here's how to get the most from them.

When they seem to be idle, they may have found a much easier way of doing things, or they may just have more highly developed skills than others. Learn from them and enlist them to help teach others.

When they seem to be bored, they may be deep in thought. Find challenges that speak to them and give them higher-order assignments.

When they seem to be distracted, they may not have enough going on to keep them interested. Entrust them with projects that require multitasking and fast-paced work.

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What skills do you really need to succeed? In school, they taught us history and algebra and if we got good SAT scores they said we'd succeed. But are those the skills we really need? Developmental psychologist Susan Engel researched the skills that actually predicted success. I'll give you a hint--differential calculus isn't on the list. Here are the 7 skills that are critical for success.

1. Reading.

Of course, you can read. If you couldn't you wouldn't be reading this. Engel defines reading as follows: "It means having the ability to read an essay or book and understand it well enough to use the information in some practical way or to talk about it with another person."

I'd like to ask a different question: Do you read? Do you apply what you've learned? Share it with others? People who read fiction, for instance, are more empathetic. That empathy can certainly help you be a better boss.

2. Inquiry.

If you're running a startup, you probably already have this skill down. After all, the purpose of every startup is to either solve a problem that exists or convince people that they have a problem so you can sell them the solution. But, the question is, do you allow your employees the same level of inquiry?

Are ideas encouraged? If they are, are they encouraged at all levels of your work force, or are they welcomed just from your senior team? The process of inquiry is the process that will lead your company to success. Keep asking those questions.

3. Flexible thinking and the use of evidence.

Sometimes we get focused on the solution we think is right, and we forget that there are many different angles for looking at each problem. When I taught political science courses, I'd have students write a persuasive essay on a controversial subject. Then, I'd have them write a second essay arguing the opposing viewpoint. There's a good chance you had a professor that required the same, but do you do this now?

Have you really looked at your decisions from all sides? Are you looking at evidence or are you rejecting anything that doesn't back up your predetermined conclusion? And when you find new evidence, you need to change your course of action.

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Wednesday, 04 March 2015 18:02

Ready Set Grow


The CEO is confronted with a dilemma:

The revenue and profits of his company’s existing businesses are rising slowly, and the businesses have already slashed their costs as much as they dare. Because their markets are mature, he knows that the company must grow if the share price is to increase, but acquisitions are expensive and risky. So he launches a slew of initiatives in areas with high growth potential and appoints some promising young managers to lead them. To ensure that the new ventures aren’t stifled, he has their managers report to a special growth committee headed by a trusted staff executive and locates them a safe distance from the established businesses.

Sound familiar? It should, because that story has played out at hundreds if not thousands of large and midsize companies over the past 20 to 30 years. But after working for, advising, and studying scores of companies, we have learned that this conventional wisdom about how best to pursue growth is a recipe for failure—which explains why most new businesses launched by established companies die, and why only a tiny fraction of companies around today, including major corporations, will be here in 25 years.

All too often CEOs and their senior teams see managing today’s earnings as their main job and don’t spend enough time on the pursuit of growth and building the kind of learning organization and culture that growth requires. They fail to identify specific policies and actions that only they can take to create the conditions for success and signal to the organization the seriousness of their commitment to growth. In this article we explore six common mistakes that executives make in this arena and offer guidelines for leading growth initiatives. (See the exhibit “How to Lead Growth Initiatives: Guidelines for CEOs.”) The approach we describe has created billions of dollars in new revenue and value for companies such as Alere, Cognizant, IBM, Johnson & Johnson, Medtronic, Procter & Gamble, and Unilever.

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