Kahlil Kettering MPM ’15, the newly-appointed executive director of The Nature Conservancy’s (TNC) Maryland/DC chapter, recently shared reflections on his experiences, goals and vision for the organization. Having previously served as program director for the Bezos Earth Fund $100M grant to TNC, Kettering provides valuable insights into how his diverse background and education from the School of Public Policy have shaped his leadership approach in environmental conservation.
Effective project management and team building are central to achieving conservation goals, explains Kettering. “The landscape of management is littered with the carcasses of failed leadership when people come in with preexisting management ideas without first assessing what exists and what doesn't exist, and why.” Kettering also underscores the need for project managers who can define tasks, timelines and responsibilities while holding team members accountable.
Highlighting the significance of creating a high-functioning team and fostering a positive organizational culture, Kettering offers, “You have to curate it, cultivate it and build it.” He continues, “Building a culture where you're selecting the right talent, a high-functioning team, getting people motivated and having the right tactics is critical to being able to achieve your goals.”
Acknowledging the challenges of working with diverse groups, whether internationally or within local communities, Kettering points to the need for adaptability and cultural sensitivity. Building trust within a team and the communities they serve is essential for achieving lasting conservation impacts.
Kettering shares that, traditionally, environmental nonprofits focused on the idea of nature being separate from people and aimed to protect nature from human influence. However, there has been a recent shift toward a new approach that examines how we can create a world where both people and nature flourish together. This shift aligns with the mission of organizations like The Nature Conservancy, emphasizing the coexistence and well-being of both humans and the environment.
This program here at the University of Maryland is a niche program – looking at nonprofits – but it's so needed because nonprofits have such a big impact on the world.Kahlil Kettering MPM '15
Reflecting on his educational journey, Kettering credits his master's degree specializing in nonprofit management and leadership from SPP with providing him invaluable skills. “This program here at the University of Maryland is a niche program – looking at nonprofits – but it's so needed because nonprofits have such a big impact on the world.” He draws attention to the importance of acquiring skills in managing organizations, fundraising, conflict resolution, strategic planning and project management, particularly for those in leadership roles within nonprofit organizations.
When asked about his priorities and goals as the new executive director, Kettering outlines four key areas of focus. First and foremost, he stresses the urgency of addressing climate change and highlights the importance of climate adaptation alongside mitigation efforts, particularly since climate change affects everyone on the planet. “I'm really keen on climate adaptation and the role of nature as being a tool in our climate adaptation, implementing then demonstrating it, and having Maryland and DC be an example that people look to.” To illustrate this, Kettering points to cities implementing urban tree canopy plans, knowing that trees can reduce the ambient temperature by 20 degrees in certain areas. He also recognizes the lack of equity in nature. Wealthier neighborhoods across the globe tend to have more trees compared to lower-income areas. To address climate adaptation effectively, it is crucial to find ways to distribute nature and green spaces equitably across all communities.
Secondly, Kettering addresses conservation of the Chesapeake Bay, referring to it, in Gov. Wes Moore’s words, as the "liquid glue" that binds the region together. “We are blessed with this unique resource, the largest estuary in North America and a hugely productive economic resource.” He acknowledges the challenges associated with maintaining water quality in the bay and is committed to ongoing efforts to protect it.
His third area of focus is the Appalachian region, which boasts North America's second-largest natural carbon sink, making its abundant trees and vegetation vital in the battle against climate change. It also serves as a critical migratory route for wildlife, particularly in response to shifting climate conditions. Kettering calls for comprehensive conservation efforts that consider climate impacts, biodiversity and community involvement in the region.
Lastly, Kettering cites the importance of community engagement, both in the communities where conservation work is taking place and within his own team. He emphasizes the need to consider economic, social equity and justice aspects alongside conservation efforts.
Understanding the need for collaboration and teamwork in the conservation field, Kettering advocates for a shift away from competition among organizations and toward a collaborative approach that expands funding opportunities and maximizes conservation impact. He cites relationships as the driving force for achieving goals. “Build relationships, communicate effectively and take the time to pause and listen.”
As he embarks on his new journey in The Nature Conservancy, Kettering acknowledges the need to rethink the interaction between nature and people. Specifically, he recognizes the historical injustices faced by Native American tribes in Maryland, whose lands were lost but are now being engaged to preserve their cultural practices. He aims to learn from their traditional knowledge to improve land stewardship.
Looking ahead, Kettering is excited about the evolving perspective of people and nature coexisting. He intends to prioritize relationship-building, effective communication and attentive listening as fundamental aspects of his leadership strategy.
Kettering attributes his successful career to the networking opportunities offered by the School of Public Policy. These connections have enabled collaborations in environmental and government sectors, such as the Chesapeake Bay project. Collaboration is key, says Kettering. “Relationships are the currency on which we get things done.
