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Posted By Clore Social Leadership,
09 May 2017
Updated: 22 October 2020
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I was full of energy: I was careless, content, excited, and enthusiastic. Then I was born. From that moment on I began to be shaped and moulded in to what other people wanted me to be.
This might sound dramatic, but take a minute to think about it. As a child, were you ever so angry or upset that all you wanted to do was scream and shout? Did you then learn that this wasn’t appropriate? Why wasn’t it appropriate? Were you told to sit still in restaurants when every atom of your being wanted to run around and play? As we grow older, we start to behave as other people want us to, we listen more to the external cues than what our bodies are telling us on the inside.
When I first entered the workplace, little had changed in this regard. I was still listening to what the outside world was expecting of me. I put on the suit and tie, wore smart shoes, gradually (though unintentionally) diluted my regional accent, and generally behaved as I thought an office-based 9-5 working man should behave.
It didn’t matter that the shoes were uncomfortable and that I couldn’t afford the suits on a junior officer’s wage, I did what I thought the outside world was telling me to do and it paid off. I was rewarded for my efforts, and before I knew it I had landed a management role and now the outside world had something different to say.
'You’re a manager now; time for a nicer suit to match the bigger shoes. Maybe don’t go to the pub for Friday drinks – none of the other managers do.'
I continued listening to this voice and behaving in ways that I felt I was expected to. I wasn’t curious as to why I needed a different suit or why I needed a team to be in the office and at their desks, and I didn’t have the courage to challenge the norm.
I began to feel like Clark Kent. At work I donned the suit and played the role of friendly and productive colleague, but I had a secret – outside of work I laughed and I played. OK I didn’t wear a cape and fight the forces of evil, but I was somebody different to the person I was in the office.
In my early career the effects of this were magnified as I was hiding my identity as a gay man from my colleagues. On a Monday morning when colleagues were discussing their weekend I’d carefully refer to my partner and make a point of knowing the straight bars and clubs that I might have frequented. I wasn’t ready to share my tales of podium dancing at the Le Grand Fromage night in the local gay club.
But should I have? I’m not suggesting that people who identify as LGBTI should come out at work if they’re not ready to. What I am suggesting is that we’d all benefit, as would our organisations, if we brought even a bit more of our true selves in to our places of work. My experience is that it’s tiring hiding. Hiding wastes energy that could be far better spent advancing our cause, and it impacts on our relationships with colleagues.
Trust is instinctual and people have a sense if we’re holding something back. If people are unable to trust us to be honest about who we are, how can they to trust us to lead them? When you head into the office tomorrow, try taking a little bit of yourself in with you – the same you that enjoys life outside of work, and notice if your day is any different.
This blog is part three of a series of blogs Mark wrote as part of his 2016 Clore Social Fellowship Programme. It was originally published on Third Force News.
Mark Kelvin is Programme Director at the Health and Social Care Alliance Scotland.

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Posted By Clore Social Leadership,
09 February 2017
Updated: 22 October 2020
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At Clore Social’s Leaders Now breakfast meeting at the House of St Barnabas this week, we were lucky enough to hear from Julia Unwin, former CEO of the Joseph Rowntree Foundation and the chair of the upcoming Inquiry into the future of Civil Society, a privately funded piece of research.
She started by reflecting on her work and her views on leadership which were refreshingly down to earth and simple. She used wording from a primary school classroom she had found herself in the previous evening to pull together some ideas.
The five leadership skills that stood out for me were:
- Listening, really listening. Giving people ‘exquisite attention’ with a genuine desire to understand what is being said, and be willing to take on board different views to your own, as good leaders have to be great listeners first.
- Playing on the well-known saying she shared of the greater lessons she’s learnt is ‘don’t do something, just sit there’. In other words take time to consider and reflect, don’t confuse action with leadership.
- Make lots of friends and allies, particularly with people who don’t hold the same views as you. Build bridges for people to cross.
- Read broadly and take the pulse of opinions you don’t understand. Take the time to work out why people feel differently to you (then see point 1 above and listen).
- Be yourself, your whole self. However there is a caveat to this. To paraphrase she said, ‘this is not talking about all of your domestic troubles or showing every emotion that you have, but ensuring you don’t waste energy hiding who you are.’
I’ve heard the phrase ‘civil society’ many times but never really thought about what it means. For me it conjures up images of Jane Austen characters and a time when you could take it for granted that everyone is tuning into The Archer omnibus.
Since Brexit here in the UK we’ve become a rather ‘uncivil’ society, people are polarised in their views and, speaking personally, I’m not really able to listen to and understand the case for Brexit. I will try harder. In the US President Trump seems oblivious to societal norms let alone capable of basic ‘civility’. I am not sure he will be encouraged to follow my lead.
At the talk, Julia was asked where she was ‘coming from’ in relation to the Inquiry, and she explained that everyone had been asked to ‘list their priors’, and state their biases. What stood out most was her view that society had become too big and is not local enough. That we had become too logical about operational efficiency about hospitals, schools and services, and that people don’t live like this. I was fascinated about the discussion in the room about housing and the elderly care crisis. Where we are now in relation to both is not in any way ‘civil’, but then neither issues are easy to solve unless we start to talk truthfully about them.

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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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