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Posted By Clore Social Leadership,
08 November 2016
Updated: 22 October 2020
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Rushanara Ali MP was the latest speaker at our latest Leaders Now breakfast event last week, hosted at the House of St. Barnabas. Speaking to a group of social sector leaders, she opened up about her moments of vulnerability and the pressing need in post-Brexit Britain to create a culture that cultivates a diverse range of leaders.
Rushanara, the MP for Bethnal Green and Bow, traced her leadership journey back to the experiences of her youth, beginning at the age of seven when she first moved to London from Bangladesh and the inspiration she drew from the diversity she grew up amongst in East London.
Underpinning her talk were two moments of vulnerability that she described in frank detail: when she first went to Oxford to begin her degree, and when she started as an MP in 2010. In both instances, she pinpointed the sense of ‘otherness’ that she experienced.
She highlighted how, after finishing university, she felt she did not have the networks or connections that many of her peers used to advance their own career after university. This formative experience then motivated her to co-found UpRising, a leadership development programme for young people from disadvantaged backgrounds.
In describing ’s vision of providing young people with the development, networks and mentoring that they would struggle to find elsewhere, Rushanara spoke of the importance of cultivating a diverse range of leaders throughout all levels of civic society. This is needed even more now following Brexit and the societal divisions it had exposed.
Rushanara remarked: ‘If we hadn’t come to recognise the value of leadership before [Brexit], the message is clear now that we have to’. She expanded on this by addressing the need to ‘address social problems directly through working with a variety of agencies including government’.
Despite the significance of the challenge and the urgency of her message, Rushanara was optimistic about the potential for positive change and concluded by outlining her vision to train one million mentors across the UK. She spoke of the crucial role that mentor figures played in her life, and how even though ‘the pathways to leadership are rich and varied’ connecting a young person with a mentor could help put them on the right track and achieve leadership empowerment at scale.
Leaders Now is Clore Social Leadership’s event series for social sector leaders held at the House of St Barnabas. Each month we invite speakers from inside and beyond the sector to share their leadership journeys and provoke discussion about leadership and social change. Sign up to our newsletter and look out on our website for news about upcoming events.
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Posted By Clore Social Leadership,
21 September 2016
Updated: 22 October 2020
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Amber Sainsbury is the CEO and Founder of Dramatic Need, a creative arts charity that helps vulnerable African children. The charity will celebrate their 10th Anniversary in 2017.
Leadership is - to me - much more about asking for help than passing on instructions. And it isn’t just about inspiring people that your cause is valid. Not everyone will be sold on an idea through your personal conviction.
There is a lot of understandable rhetoric about leaders and leadership, often designed to encourage and enthuse young people to go on and do great things. Words like vision, inspiration and transformation are frequently associated with the concept, and we are inundated with pithy quotes from Ghandi to Mandela on coffee cups and T-shirts reminding us why these leaders were so effective in forging change. However, in a day-to-day model of leading a group or organisation, neither lofty visions of change or didactic methods of working are, in my view, necessarily the most helpful. It must also be about being open with people as to where your weaknesses lie and letting them help. Partly because they are inspired by what your organisation is trying to do - of course! - but also because it is empowering for both individuals and groups to know that their impact will be noted and substantial.
I have frequently been told to not mention to people that we are a ‘small’ charity. The fear seems to be that we will be seen as less able, less important and therefore overlooked. However, much like lying about your age, it seems to me that pretending you are what you are not will catch up with you eventually. Instead, I find being up front about your limitations helps people you are approaching to feel that they stand to make a real difference. It is important to admit that you are stuck, that you don’t have the resources, the personnel or know-how to achieve something. It’s also important to see yourself not just as a leader, but as someone who is also a follower, willing to be led and to learn about something in which you lack expertise.
Dramatic Need employs just four people across two continents, and yet we have three functioning community art centres, work with several thousand children per year and put on participatory fundraisers which have involved globally recognised creative talents from Anish Kapoor to Nicole Kidman to Benedict Cumberbatch.
It is not that our cause is more valid that the next, and certainly not that I am a more inspiring leader than the next person. It is simply that we ask for help prolifically and candidly, from everyone across the social and creative sectors. Thousands of people have been involved with this charity, some for very short amounts of time, some for longer, but all of them have been directly asked for help because we didn’t know how, or we couldn't do it without them.
There is something to be said for keeping overheads limited, with as much of the funds and impact of what you do being spent on the people and the cause you are trying to help. This is only possible if your team remains small and enthusiastic, with a wide skill-set and the ability to roll up their sleeves and get on with any aspect of the job. This too is about asking people to help out in the right way. There is an increasing trend towards specialisation within the workplace. Titles like ‘social media manager’ are great in a large company as the more specific your job specs are, the easier it is to fit into a well-oiled machine. However, in a small charity everyone has to be able to do everything. If one of your team doesn’t know how to do something, teach them. If you don’t know how to do something, ask them to teach you. Smart delegating is of course a crucial part of leadership, but keeping on top of the detail and knowing how everything works is essential. Small teams mean if someone is ill or occupied, you have to be prepared to step in and do it yourself.
Some things to consider:
1. Both people who are well established in their professions and people who are just starting out want to make the greatest impact with their time/money/talent or expertise. No one enjoys these things being wasted. The advantage of a small charity is that the effort/impact ratio of anyone involved can stand in your favour. Make that clear.
2. Tell people what you need in specific terms early on. Tell them why the cause is different and important, but also communicate clearly what you need. For example, ‘please attend our event’ or ‘please be our visual marketing partner’ could mean different things to different people.
3. Small charities are often niche charities. Make sure your mission statement and branding are clear, succinct and impactful so that you don’t get bogged down trying to explain your cause before getting to the point of asking for what you need.
4. It might seem obvious, but never lose touch with anyone who has helped you in the past, or who you think might be helpful in the future. Keep a detailed and cohesive database of everyone you and your team meet, and keep them up to date and informed with the work you are doing. The social sector is small; every time you can remember someone’s name and how they helped (no matter how small their contribution) the better the chances are that they will support you in the future. Simple, but important personal touches.
5. Make sure that you are not asking anyone in your team to do something which you couldn’t do yourself. Small can mean lean and efficient, it can’t mean elitist or heavily stratified. Of course job specifications are necessary, but make sure you hire team members who, when the chips are down, are also happy to do take on the unspecific task.
Visit here for more information about Dramatic Need or follow them on Twitter.
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Posted By Clore Social Leadership,
26 August 2016
Updated: 14 October 2020
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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.
The aim of our leadership programme is to find the next generation of leaders who have an appetite to develop their skills and bring back their learnings to their organisations to ultimately transform the wider community. We recognise that undertaking our 12-month programme requires a big commitment, so potential applicants need to understand how it will be of benefit to them, both personally and professionally.
Building networks
All of our 125 Fellows have told us that building their professional networks is one of the most important benefits of the programme. Our Fellows are from a mixture of organisations, so being on the programme gives people the opportunity to mix with peers who have a range of backgrounds and expertise, where they can gain operational insights, share contacts and potentially collaborate on new initiatives. This not only opens up networks for Fellows in their localities, but in the rest of the UK too.
Ideas sharing
Fellows are given the opportunity to share, debate and develop ideas. When attending programme residentials participants benefit from discussing some of the new innovations that are sweeping the sector, such as new technology and social investment. Despite huge advances, the uptake of new technology is still relatively low in the sector yet we’ve seen Fellows collaborating on projects in this technical space, often bringing these ideas to their respective organisations.
Get to know yourself a little bit better, warts and all.
We ask applicants to be as honest as they can when they complete their application forms. We want them to be open about the parts of themselves they are proud of and the aspects they feel might need further development. Without exception, all Fellows have told us that they recognise their self-awareness has dramatically grown as a result of being on the programme, and this in turn benefits them in the workplace and in their personal lives. This focus on self-awareness is enhanced by various aspects of the programme that asks Fellows to look at their working styles and those of their colleagues.
Broaden your skillset
The demands on today’s social leaders are complex and varied, with individuals required to not only run their organisations successfully, but to have multi-disciplined skills at their fingertips. Social leaders need to understand areas like governance, fundraising regulation and change management, in addition to mastering the more practical skills that come with running a charity or social enterprise. The programme gives Fellows the space to reflect on their skills and understand the areas they need to develop; they receive coaching and training to fill their skills gaps.
Experiential learning
Throughout the programme everyone has numerous opportunities to practically implement their new learnings, both with their cohort of Fellows and within their organisations. During the application process we ask people to demonstrate the social change they would like to make as a result of their time on the Fellowship, and to illustrate how they will make this a reality in their organisations. This gives participants a clear aim for their Fellowship, and hopefully as leaders once they finish the programme.
Applications to the programme are open until midday 5 September 2016, visit here to learn more and apply.
This blog from Shaks Ghosh originally appeared on Third Force News.
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Posted By Clore Social Leadership,
19 August 2016
Updated: 14 October 2020
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It is a testing time at the moment for charity leaders in the UK - a ‘perfect storm’ of difficult events are bubbling up around them. With an uncertain political and economic climate, the landscape is changing for charities. There is more public scrutiny than ever, and more people needing their services; all of this adds to the challenge of their roles.
Leaders need to find ways to be able to communicate their message effectively, campaign hard, collaborate with others, inspire teams and win funds. For that, they need to grow their influence. What do I mean by influence? You can find a longer explanation here. Without having enough influence, they can’t have the impact that they want and their cause desperately deserves.
In my work as The Influence Expert, I regularly see both good and bad examples of charity leadership when it comes to influence. Good examples include things like being authentic so that beneficiaries, volunteers and funders really have the chance to know what the people at the top of a charity stand for. Bad examples include things like (to my mind) outdated ideas such as mistaking having a personal brand with ‘bragging’, when really it is simply about being clear about the things you stand for and are known for so that you have a chance to further your cause.
In this speech I gave at an international charity conference, I outline some of the ways that people working for charities can build their influence. As a former charity chief executive, I know that time is precious, but making a start to improve the amount of influence that you have needn’t take long. My LEAPS Model, mentioned in the video, gives 5 broad areas to focus on and improve:
L- Likeability - How do you come across to other people? How do you relate to them and empathize with them?
E- Expertise - What are you good at? What should you specialise in? Do others recognize you as an expert?
A- Authenticity - Do you come across as a genuine person? Do you walk the talk?
P- Personal Brand - Do you have a clearly defined and strong personal brand and do you know how to reinforce it both offline and online? Using online platforms, such as LinkedIn, effectively, is important.
S- Synthesis - Are you bringing all the other elements together and do you have a consistent plan to grow your influence over time?
Growing your influence is a marathon not a sprint. Over time though, it can transform the ability of a leader to make an impact on the cause that their charity is fighting for. Of course growing influence is not just about leaders at the very top: everyone in the organisation should be supported to grow their influence so they can be more effective in their roles and progress in their own professional lives.
Alex Swallow is The Influence Expert, helping you grow your influence to increase your impact. He is also the Founder of Young Charity Trustees and of the interview series, Social Good Six and has a background in the charity sector, including as Chief Executive of the Small Charities Coalition.
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Posted By Clore Social Leadership,
08 August 2016
Updated: 14 October 2020
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Heather Black is Managing Director at Economic Change CIC a management solutions social enterprise.
As the leader within a non-profit it’s important to reflect and ask yourself the following questions:
- Are you effectively communicating with your different stakeholders to harness their energy, enthusiasm and engagement?
- Do you need to improve engagement with your stakeholders to help increase referrals, funds and resources?
- Do you have a strategy in place to communicate regularly with your different audiences e.g. your beneficiaries, funders, donors, volunteers, trustees, partners, influencers?
On a daily basis I help leaders develop stronger and more intuitive relationships with their community of stakeholders, through reviewing ways in which they can communicate, interact and involve them in the organisation’s success.
I achieve this by helping them segment their stakeholders, identify the messages they want to send or hear from each stakeholder group, and finally determine the best methods or tools to engage with them. Once this is decided, I work with the leader to embed the use of a good Client Relationship Management Systems (CRM) with integrated e-marketing tools to execute the strategy.
Below I have summarised five approaches that may be useful to your own organisation:
- Customer support management - Introducing a formal way to track, catagorise and analyse customer enquiries helps to identify if there are common issues, concerns or questions arising amongst your stakeholders. Introducing an online customer support form or call handling service with a clear case management process and/or a self-help Q&A forum can help improve and speed up standard communications. This also provides a way for customers queries to be heard, logged and monitored in a quality assured way, flagging areas to improve or develop for the organisation.
- Targeted e-communications – When I work with clients on a new CRM this is often is a catalyst for them to organise, update, cleanse and re-categorise their contacts into target audiences. This enables them to send out targeted and focused emails and newsletters to certain audiences via integrated e-marketing tools.
- Social media engagement – Engaging with stakeholders via social media is becoming increasingly important and as a result, my customers are now asking to track social media handles for both contacts and organisations within their CRM, and recording if they have completed the action to find and follow them.
- A community discussion forum – Introducing a community platform can enable different groups of stakeholders to share common interests, discuss ideas, thoughts and issues together. I have deployed community platforms for staff, volunteers, members, beneficiaries and learners to interact together.
- Ideas exchange – You could establish an online ideas voting platform, which lets stakeholders post ideas, vote on ideas and comment on them. This can support co-design and development of new solutions that are customer led.
If you are interested in streamlining your communication practices with stakeholders and implementing a good CRM using Salesforce with integrated tools for your organisation, contact Heather at heather@economicchange.co.uk for a free consultation.
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