Posted on July 12, 2017Posted by Shaks Ghosh
Increasing awareness of civic duty is a core aim of the Calouste Gulbenkian Foundation report, Rethinking Relationships: Phase One of the Inquiry into the Civic Role of Arts Organisations.
Society has become fragmented – a lot of the things that used to bring us together don’t exist anymore. We have reached a point in society where our relationship with our phones and technology often subsume our personal relationships, both with each other and within our communities.
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Tags: Arts & culture; Charity; Chief Executives; Clore Leadership; Clore Social Fellows; Clore Social Leadership; Collaboration; Community development; Equality; Leadership; Social change; Social justice.
Posted on December 13, 2016Posted by Shaks Ghosh
As 2016 winds down, I find myself considering the fervent sector debates that have taken place over the year in the media and beyond. One thing is clear: strong leadership is more important than ever before, and the demands on leaders are increasingly complex.
Tags: Chairs and CEOs; Chief Executives; Clore Social Leadership; Collaboration; Education; Impact; Innovation; Leadership; Leadership development training; Partnerships; Social change; Social enterprise; Technology; Third sector.
Posted on September 30, 2016Posted by Shaks Ghosh
It seems to me that the pace of change in our sector is faster than it’s ever been. Change provides an opportunity to review the past; to understand what was useful and what could have been done differently. Change is also an opportunity for growth. In the midst of all this movement, we wanted to investigate social sector leadership development, and having already looked at the past in our first report, we now look to the future in our second report.
Tags: Charity; Chief Executives; Clore Social Leadership; Clore Social Leadership Programme; Clore Social Youth Sector Leaders Programme; Collaboration; Innovation; Leadership; Leadership development training; Older populations; Social change; Technology; Third sector; Volunteering.
Posted on September 9, 2016Posted by Shaks Ghosh
Our Chief Executive Shaks Ghosh shares the personal lessons she learned from Mother Teresa’s leadership, following the humanitarian's recent cannonisation.
While Mother Teresa was doing her missionary work in Calcutta, I was a student at the city's Loreto Convent, the place where Mother Teresa started her leadership journey.
Tags: Charity; Chief Executives; Clore Social Leadership; Leadership; Social change; Social justice.
Posted on August 26, 2016Posted by Shaks Ghosh
Do you run a charity or social enterprise? Are you a senior manager in the social sector wishing to take your next step as a leader? If so, and you are also committed to creating lasting social change, you should consider applying to our 2017 Fellowship programme.
Tags: Charity; Chief Executives; Clore Social Leadership; Clore Social Leadership Programme; Leadership; Leadership development training; Social change; Third sector.
Posted on August 2, 2016Posted by Shaks Ghosh
Leadership matters. This is the first line taken from our new report Leadership Development in the Third Sector: Learning Lessons.
We all know that leadership in the sector is important, but what really matters is leadership that can navigate through choppy waters while simultaneously capitalising on new opportunities. Sounds relatively straightforward, but it isn’t.
Tags: Charity; Clore Social Leadership; Leadership; Leadership development training; Social change; Third sector.
Posted on June 28, 2016Posted by Shaks Ghosh
Perception versus reality is a poignant theme which many of us have been grappling with since the aftermath of the EU referendum. Do the referendum results illustrate the country’s real wish to leave the EU, or are we in the mire of a bigger, societal disconnection with how the public wants real change in the face of austerity and social inequality?
Tags: Charity; Chief Executives; Clore Social Leadership; Collaboration; Leadership; Leadership development training; Media; Social change; Third sector; Values.
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