Posted on October 1, 2014Posted by Eugenie Teasley
As part of my Clore Social Fellowship I undertake a research project, and I’ve decided to explore the intersection of teaching and leading. After some initial thinking on my own, I still have a lot of work to do to narrow it down into a feasible project.
My intention is to identify three key areas of pedagogical theory that have relevance to leadership beyond the classroom, and then to interview a cross section of 6–8 successful leaders in the social sector to explore whether or not these theories have a practical application in their own leadership methodology and style.
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Tags: Clore Social Fellows; Clore Social Leadership; Clore Social Leadership Programme; Education; Leadership; Youth sector.
Posted on September 24, 2014Posted by Michael Cooke
As everyone knows, there is nothing in human wisdom that cannot be found in a 90s music lyric. Baz Lurman’s 1998 classic Everybody’s Free (To Wear Sunscreen), itself musical interpretation of a Mary Schmich column in the Chicago Tribune, is more packed than most. It includes the line “Do one thing every day that scares you”. I’ve rather enjoyed the opportunity that the Clore Social programme has given me to put this into action.
Tags: Clore Social Fellows; Clore Social Leadership; Clore Social Leadership Programme; Leadership.
Posted on September 18, 2014Posted by Guest Blogger
Last week I had the great pleasure of spending a morning with the 2014 Fellows in order to explore the impact of authenticity on workplaces. It was a very lively and engaged session and the Fellows made me work hard with insightful questions and debate, which was just what I was hoping for.
You may be thinking that authenticity is a rather random subject on which to spend a morning. It is seldom thought of as a major driver of organisational performance. We do not usually think of it as a source of innovation, or productivity, or even an adaptive mechanism. In fact, we may not think of authenticity at all. But I’d like to suggest that over the coming years it will be understood as a major variable that separates successful from failing organisations, happy from disengaged workforces, and adaptive from inflexible organisations.
Tags: Clore Social Associates; Coaching; Leadership; Values.
Posted on August 10, 2014Posted by Owen Jarvis
Six months of hard work and planning was all worth it. Sinem, Stuart, Narin and I sat exhausted in the pub at the end of a fantastic day of designing, discussing and playing games for social change, with a wonderful group of social leaders.
The ‘inaugaral” leadership games took place at an iconic site – Gilwell Park, home of the scout movement, and home to games and play as a source of personal development for nearly 100 years.
Tags: Clore Social Fellows; Clore Social Leadership; Clore Social Leadership Programme; Innovation; Leadership.
Posted on August 5, 2014Posted by Guest Blogger
The Charity SORP is a Statement of Recommended Practice which sets out how charities should prepare their annual accounts and report on their finances.
The SORP is an interpretation of the financial reporting standards and generally accepted accounting practice in the UK. Because these have changed, the SORP has to be updated. The introduction of Financial Reporting Standard 102 (FRS 102) has been a radical departure as this brings together a whole series of piecemeal standards and guidelines on general accounting into a single standard. FRS 102 also includes specific sections on public benefit entities.
Tags: Clore Social Associates; Finance; Regulation; Third sector.
Posted on July 30, 2014Posted by Stuart Griffiths
I work as Head of Research Innovation at Breast Cancer Campaign. When we get an exciting project opportunity that fits with our general strategy in the months before the year end, in the middle of the business planning period, then we are brilliant at grasping the nettle and making it happen. However, if that very same project had developed in the weeks and months after our trustees had approved our plans and budgets then we would struggle to know what to with it.
This issue was bouncing around my head when I arrived at the recently held, and very timely, Clore Social business capability workshops focusing around strategic financial management.
Tags: Clore Social Fellows; Clore Social Leadership Programme; Finance; Health and well-being; Leadership.
Posted on June 24, 2014Posted by Maria Adebowale
So I'm sitting in the back garden. It's a summer day and I am eight. Playing out my favourite game. I'm super girl, with my knickers tucked into my vest - super hero style. My special power is changing the future. I can stop the bad things from happening twenty years from now and make sure the good things happen.
Is looking at what happens in the future just a day dream for kids? I don't think so.
Tags: Clore Social Fellows; Clore Social Leadership Programme; Environment; Leadership.
Posted on June 19, 2014Posted by Guest Blogger
Just like every other business sector, the charity sector has suffered in recent years. A decline in funding and donations has meant charities have needed to become more commercially savvy and seek innovative ways to raise funds, which also means that financial leadership is a vital part of the leadership mix.
Charity finance leaders today must provide a support service for the entire organisation to ensure people get the information they need to fulfil their roles and the needs of beneficiaries.
Tags: Charity; Finance; Leadership; Regulation; Third sector.
Posted on May 29, 2014Posted by Gareth Dix
My friend and fellow 2014 Clore Social Fellow Eugenie Teasley yesterday organised some listening training based on the experiences of, and delivered by, hostage negotiator Richard ‘Dick’ Mullender.
I knew I’d be arriving late, coming from Cornwall, I also knew this guy was big in CID and worked with the FBI, UN etc. My mind wandered as I went from train to tube at Paddington. Can you get arrested for being late? Are they watching me?
Tags: Clore Leadership; Clore Social Fellows; Clore Social Leadership Programme; Health and well-being; Leadership; Values.
Posted on May 21, 2014Posted by Guest Blogger
Being a leader is a tough gig. You work long hours because you feel responsible for the livelihoods of those who depend upon your organisation. You might even make significant personal sacrifices that you hope you won’t regret later. You are aware of the long shadow you cast for your employees and this makes you act more self-consciously. You worry that you don’t have all of the answers or that something important is eluding you and may impact in the future. You may even feel like they made a mistake when they hired you and you are the only one who knows the grisly truth (it’s called Imposter Complex and be reassured that it is much more common than you think). All of this is happening internally, but there are external challenges too.
Tags: Clore Social Associates; Coaching; Leadership; Leadership development training.
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