Evette White, CEO & Executive Director, Leadership Nashville

In an interview with Invest:, Evette White, CEO of and executive director of Leadership Nashville, discussed the city’s growth, fostering informed leadership, and preserving civic culture. “Our goal is to engage, inform, and inspire people toward building a better Nashville,” White said.

How do you see Leadership Nashville’s role evolving as the city continues to grow and diversify?

As we approach our 50th anniversary, we’re asking deeper questions about why this program matters and why it has endured. Of the 1,600 living alums out of 2,000 leaders who have gone through this program, over 80% still reside here, and we’re proud of that. Many came here expecting a temporary stop in their careers but chose to stay and make an impact. That continued presence is central to our value.

Leadership Nashville doesn’t teach leadership in the traditional sense. Instead, it connects top leaders to all facets of the city. People often operate within silos, neighborhoods, corporate settings, or organizational roles. Our goal is to provide a behind-the-scenes view of Nashville so leaders can make better-informed decisions for the community.

We focus on building relationships and exposing people to areas they’d rarely encounter otherwise. When we began planning our 50th, we compared Nashville in 1976 to today, exploring how our alumni intersected with the city’s evolution. Along the way, we uncovered inspiring stories of people who met through the program, were moved by what they learned, and went on to take meaningful action.

To keep them engaged, we ensure every program day offers compelling, insider access. These are Type A leaders, so our 13-hour days move fast, and are packed with content. That intensity leads to feedback that the experience far exceeds expectations.

When we engage, inform, and inspire, it drives change. A great example is the Music City Center. The first six people to push for it were Leadership Nashville alumni from different classes. Grassroots organizations like PENCIL and Renewal House were direct results of program days. So many stories like these illustrate the power of the relationships we cultivate. We’re committed to continuing those conversations and outcomes.

What community challenges are most pressing for the leaders in your program?

Our members are deeply concerned about affordability challenges in Nashville.

Culturally, people come here for Nashville’s unique character, and we want to preserve that. It’s natural to bring personal background and preferences, but we encourage newcomers to help protect the very essence that drew them here.

This value of continuity also defines our program. Some of our original program leaders are still involved nearly five decades later, which speaks to the organization and our city’s spirit. We strive to remain welcoming, grounded, and familiar — qualities that make people feel at home.

Of course, as the city grows, so does the complexity of daily life. Something as small as honking, once rare here, is now common and reflects a shift. In response, the chamber of commerce created “The House Rules” to help reinforce shared civic values that make Nashville unique.

Culture impacts competitiveness, too. If housing becomes inaccessible or transit becomes a barrier, it’s harder to attract and retain talent. Even so, compared to larger cities, Nashville is still navigable. The challenge is to stay realistic and intentional as we bridge these growing pains.

How does Leadership Nashville influence leadership development despite not being a traditional training program?

We don’t present ourselves as a leadership development program. We focus on informing leaders, though growth happens naturally through our approach.

At a recent graduation, an investor said he wished half the companies he worked with were run like Leadership Nashville. We’re thorough, pragmatic, and objective.

We bring together a wide range of perspectives. In a culture where people often define themselves by what they oppose, we emphasize the value of listening to all voices. When someone is challenged by a speaker’s viewpoint, we remind them that this program presents the full spectrum, not a single narrative, but a whole city.

That openness leads to growth. Every participant is already a top leader, not just in their profession but in the community. They don’t just serve on boards, they lead them.

With hundreds of applicants and only 46 spots, we offer more than information. We create space for critical conversations. Exposure to opposing views helps leaders build more effective, well-rounded teams and better serve their communities. So, while we don’t brand it as leadership development, the impact is real. It changes how leaders think and lead in this city and beyond.

How do you include diverse perspectives in your programming?

Our program design centers on it. Each graduating class co-chairs the committees that build our program days for the next class. During orientation, some questioned the previous class’s speaker choices. I visited each small group and said, “Think about the impact of leaving that voice out.” Even when there’s disagreement, diverse perspectives stretch thinking. Panels where everyone agrees rarely do that. Once understood, many bring those speakers back.

We’re often more energized by what we’re against, and Leadership Nashville creates the opposite space, one that inspires people to be FOR something. Our goal is to engage, inform, and inspire people toward building a better Nashville. Too often, people only speak up when something goes wrong. But when things go right, that deserves acknowledgment too.

What does innovation look like at Leadership Nashville?

Innovation for an organization like this is subtle. Operationally, we’ve added systems, portals, and tools that serve our alumni well. Our program, however, is focused on content, not technology. For example, we don’t allow phones during sessions. Candid conversations happen when speakers know they won’t be recorded or quoted out of context, so they share what’s really going on — the version not found in the paper.

How do you encourage leaders to unplug during the program?

It’s always a challenge at first. I tell participants two things. First, good leaders have teams that don’t need them constantly. This is a chance to empower their teams, even for just one day.

Second, I compare checking phones to yawning. One person does it, and suddenly everyone follows. So, we ask participants to leave their phones in the car, and many do.

Looking ahead, what are your top priorities for Leadership Nashville over the next few years?

A top priority is honoring Leadership Nashville’s history in a way that propels us into the next 50 years. It’s not just about celebrating our anniversary as a 501(c)(3), but about recognizing five decades of alumni who have shaped this city.

Our reputation extends beyond Nashville. People from around the world reach out, often because our alumni speak so highly of their experience. That reinforces my responsibility to make sure each new class has the best possible experience and leaves more inspired than any class before.

As only the third executive director in 50 years, I take seriously that consistency is a key part of our secret sauce. We communicate constantly, refine each detail, and are proud of how the program has consistently contributed — through our alums — to making Nashville the city it is today.