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Posted By Clore Social Leadership,
06 May 2020
Updated: 24 November 2020
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Kathryn Welch, 2017 Clore Social Fellow, writes about her experience of being on furlough, volunteering, and emerging trends that might impact the sector long term.
Rebecca Solnit's book ‘A Paradise Built in Hell’ explores the ways in which disasters can open up pockets of solidarity and connection. She suggests that earthquakes, hurricanes and terror attacks aren't only times of fear and self-preservation, but can also open up our reserves of ingenuity, purpose and generosity. The author observes these moments as signs of long-term potential, of people ‘catch[ing] glimpses, in the midst of a disaster, of a future they want and need’.

I'm an optimist by nature, and throughout the Coronavirus pandemic have been in the incredibly fortunate position of being furloughed, and therefore able to take on volunteer roles in my community. I’ve been doing practical things such as fetching prescriptions and delivering shopping, as well as walking a retired guide dog for a resident at our local retirement home (gratuitous photo of the beautiful Piper included here), and getting stuck in with practical tasks on a local farm - which is rapidly developing into a kind of community-built veg-growing initiative.
I’ve also been the recipient of some beautiful acts of kindness - jars of jam and freshly-cut rhubarb have appeared on my doorstep, and neighbours have stopped by to offer plants, seeds, pots and advice to our fledgling community garden.
"We can aspire to build on the positives we’re glimpsing during this crisis, and embed kindness, connectedness & activism in our communities,"
As help is offered and accepted in all kinds of directions across our community, I’m starting to observe ‘glimpses’ - changes in the nature of our connections and civic participation that feel full of long-term potential. I’m curious about the possibilities for this crisis to engender long-term changes in the nature of our attitude to volunteering, community activism and engagement, and have been wondering about what it would take to sustain these kinds of changes. Here are a few patterns I’m seeing:
The (re)emergence of the hyper-local
One of the great success stories of the current wave of volunteers is the emergence of very local mutual aid neighbourhood networks. A new wave of volunteer activity is being coordinated - with minimal resource, and largely independent of external funding - and a new cohort of neighbourhood-level leaders are emerging and thriving as a result. Communities are banding together to create and deliver the services they need - a proactive approach to place-making that can work just as brilliantly beyond the current crisis (as local initiatives such as the Soup movement illustrate perfectly).
Volunteering becoming 'the norm'
The hundreds of thousands of people signing up to the Red Cross reserves, Trussell Trust and NHS volunteering programmes is unprecedented, and we're also seeing pet foster programmes close their waiting lists, blood donation sessions cancelled as stocks are full and, for the first time in a long time - volunteer programmes being oversubscribed. This is a real step-change in civic responsibility being embraced (willingly, enthusiastically) by individuals. And new kinds of individuals too - younger people, professionals, those with young families - people who for years have been recognised as typically underrepresented in formal volunteering programmes. As the crisis passes and we return to our ‘real lives’ and commitments, there is an imperative to sustain the momentum. This will require both a concerted effort to engage with these new volunteers, and a recognition that volunteer opportunities need to be realistic to the realities of people’s lifestyles and availability.
A desire to connect at the neighbourhood level
Whilst we’re more physically disconnected from one-another than ever, we’re finding ways to demonstrate how much we value everyday, informal kinds of social connection. We’re posting rainbows in windows, chalking cheerful messages on pavements, waving at older people stuck indoors as we pass by. Have we all realised that social connection forms the bedrock to a good life? And if so, might there be an appetite to nurture and deepen those connections post-lockdown? How might we engage and support people to transform these kinds of ‘socially distant’ connections into a lasting kind that is deeper, more personal, more real? Initiatives like The Big Lunch and Fun Palaces have been encouraging us to connect in this way for years - the end of lockdown might just be the moment to grow their scale exponentially.
For now, everything has changed. The question for me is about how we sustain this change, how we encourage not just a 'return to normal', when lockdown ends, but a real transformation in the way we perceive and engage with our communities. Whilst dealing with the immediacy of the crisis is vital, we mustn’t miss this opportunity to look further ahead. With planning and foresight, we can aspire to build on the positives we’re glimpsing during this crisis, and embed kindness, connectedness and activism in our communities for the long-term.

For more information about Kathryn’s work, please visit www.kathrynwelch.co.uk and connect with Kathryn on Twitter and LinkedIn.

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Posted By Clore Social Leadership,
17 February 2020
Updated: 23 October 2020
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I remember sitting in the reception of the Mental Health Foundation in London thumbing through materials on the coffee table. I picked up a flyer for a new leadership programme, Clore Social Leadership, something I had never heard about at that point. I subsequently secured a space on the inaugural Clore Social Leadership programme as part of the 2010 cohort. In April 2009 I had registered Dementia Adventure as an organisation but in reality, the organisation at that time was just me in a spare bedroom at my parent’s house. No staff, no resources, no hierarchical power. But what I did have was a vision of a better life with dementia. The more I told people about this vision and the idea of Dementia Adventure the more it grew. Before I knew it I was becoming a leader, not because I was a CEO (there was nothing to be a CEO of at that point) but because people like Clore Social believed in me. People wanted to follow me, wanted to join with me to make this idea, this dream, a reality. There were a number of pivotal experiences on the Clore Social programme including producing and launching the research, taking part in Action Learning Sets and mentoring sessions with an in the USA. But perhaps most critical was the experience, confidence and validity I gained from the Clore Leadership programme at Windsor Castle. I learnt over a few days that you are a leader regardless of your position or status in an organisation. You are a leader if you have a vision and a mission which others believe in and want to make happen by choosing to take positive action towards the goal you have articulated. The Clore Social motto resonated then and still does today: ‘know yourself, be yourself and look after yourself.’
Ten years on and thanks to Clore Social, and many many others, my vision is now a reality. During my ten years of leading Dementia Adventure from a back bedroom idea to a £1M organisation supporting thousands of families, I learnt a great deal. Leadership involves following your path, listening to your followers, coping with self-doubt, staying true to your values and having the courage and bravery to fulfil your purpose. I guess looking back I did better at the first two elements of the Clore Social motto: knowing myself and being myself, than I did with the crucial third element, looking after myself. With hindsight, I should have invested sooner in more consistent peer-based support, something which worked so well during the 2010-11 programme period. Being with and talking through challenges with other leaders in an Action Learning Set is now something I have brought back into my life as the host of the Clore Social Chapter for the North of Scotland.
2019 was quite a year. Dementia Adventure celebrated its tenth birthday. My extended family and I relocated to North East Scotland, from Essex, to live a simpler life by the sea and the mountains. As I sit here in 2020 I am deeply proud of everything the growing team of people at Dementia Adventure has achieved and will go on to achieve. In the same way that I am deeply proud of my children, the work has yet to produce more great things. My current path involves writing more and supporting other social sector leaders, as well as swimming in the icy coastal waters of Scotland. Reflecting back on 2010 is an important thing but how many of us plan the next ten years? Where will you be in 2030? What will you be doing? What will you have in your life? For more reading and resources on planning your next decade do please read my blog post: Little green (& black) books.
Neil is a 2010 Clore Social Leadership fellow and Chapter Lead for the Clore Social Leadership North of Scotland Chapter. For more information on the work of this chapter click here to visit their page.

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Posted By Clore Social Leadership,
05 February 2020
Updated: 23 October 2020
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My name is Serena Cecchinato, currently Operations Director at Give Us Time, a small military charity supporting Armed Forces families in need of rest and rehabilitation after suffering stresses and strains as a family unit.
I applied for the Cobseo Emerging Leader Programme after my Managing Director heard about the opportunity. At the time, the charity was going through some changes and adjustments which resulted in me having to take up more responsibilities in my role as well as managing a full-time member of staff. Back then, I took the opportunity more to benefit my organisation and my team rather than myself. I didn’t know it would be an extraordinary and life changing personal journey, as well as a professional one.
I think what a lot of people get wrong about “leadership” is that they consider it to be a skill to acquire, some magic wand you can buy along the way. What I have found thanks to the Programme is that everyone is a leader and leadership belongs to everyone; you just need to discover your own leadership style and in which situations you can put it to good use.
"You just need to discover your own leadership style and in which situations you can put it to good use."
Even though all participants had different backgrounds, different years of experience and different paths ahead of us, the Programme created a safe environment where we could learn, grow and develop from each other. I found it enlightening to be able to share experiences, thoughts and ideas with peers from my sector. It was important to realise how people react differently to situations. With understanding comes the knowledge of behaving in a way that brings the best of everyone to the table.
"With understanding comes the knowledge of behaving in a way that brings the best of everyone to the table."
Some people need to be reassured, others need to shine, while others prefer structures and deadlines. It’s about understanding your team and how the different personalities can work together at their very best, improving the efficiency and productivity of your organisation, as well as making the work environment a much better place.
It is also important to understand yourself and how you react to situations and others’ behaviours. Thanks to the Programme, I have understood that you need to be aware of yourself (the good, the bad and the really bad!) in order to be a good leader and inspire others.
The enthusiasm and skills the Programme gifted me with proved to be extremely important for my team and my charity as well. I took what I learned back to the office, discussed it with the team and involved our Board of Trustees as well; overall creating a breath of fresh air we are all benefiting from!
Since I have spoken so highly about my experience with Clore Social, my colleague is now taking the Programme as well! I am looking forward to seeing his journey now.
I also think that the Programme benefits our sector as a whole. Not only because we have created long lasting relations with our peers on the Programme, but because we are influencing our teams, our organisations and by extent: our sector.
I am so grateful I had this opportunity as I have learned so much about myself and improved so many aspects of my professional life as a result. I honestly cannot recommend the Programme more highly!

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Posted By Clore Social Leadership,
17 October 2019
Updated: 23 October 2020
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Experienced Leader participant, Ed Tytherleigh, Chief Executive of Stoll, writes about his journey through the programme.
My career in the charity sector began as a volunteer 23 years ago. I absolutely loved that first experience – it was in a Drop-in Centre for homeless people in Manchester. Since then, I have led three charities, and after 13 years’ experience of being a Chief Executive, I now appreciate the importance of continuous learning.
I joined the Experienced Leader Programme to absorb as much knowledge as possible. I already have an MBA, and I wanted to keep learning and challenging myself.
I can safely say, I feel more confident and accomplished after taking part in the programme. It made me step back and look at my own leadership, influence and approach more objectively. I now spend more time discussing my team members’ leadership journeys and have definitely experienced a step change in terms of how I empower those around me.
"I can safely say, I feel more confident and accomplished after taking part in the programme."
One particular theme which resonated with me was that of modern leadership. How it is increasingly about relating to others, about understanding what fulfilment means to them and aligning work to wider personal aspirations.
Effective leadership is so much about being true to yourself, and credible and open with others – it is by its very nature an individual journey. As a result, I would advise anyone starting out to consider which areas of their leadership to focus on. The programme offers a very safe space to explore weaknesses along with strengths, so I would urge them to focus on what is right for them at that time.
"Effective leadership is so much about being true to yourself, and credible and open with others."
This is why I would definitely encourage others to take part in the programme. There is so much to learn and explore. So much so that we each benefited from the programme in our own personal way.
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The Experienced Leader Programme is a 12-month curated leadership development journey designed for social leaders with 6 or more years' experience, which includes 6 fully-funded places for the Armed Forces Charity sector.

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Posted By Clore Social Leadership,
07 May 2019
Updated: 23 October 2020
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When I signed up for the Clore Social Experienced Leader Programme little did I know that within the year I would be given the opportunity not just to join their team, but to take forward a new Clore Social Leadership initiative as their National Engagement Manager.
As a Clore Social Leadership Fellow myself, I know that Fellows form strong bonds with each other during their programme; friendships that last for years after their programme has finished. And many will remember that niggle in their heads as they approached the transition, end of programme day, looming like a cliff edge, thinking...What happens now?
In the past, with Fellows scattered thinly across the country and into mainland Europe, the “what now” has been of their own making. But as Clore Social reaches its 10th Anniversary and the range of programmes offered each year increases, we have been exploring how we can support Fellows - past, present and future – to do more, connect more and learn more in their local areas and regions.
We are really excited to be announcing a new initiative - an opportunity for you to secure funding to galvanise social leaders in your local area. This is a chance for Clore Social Fellows to take the next step in building a national movement, a community of, for, and by social leaders. We are calling them Chapters – because we see them forming the first chapter in a story that encourages great and inspiring leadership throughout the social sector.
"Take the next step in building a national movement, a community of, for and by social leaders." Patricia Stead
Last September, the first Clore Social Chapter kicked off in the North East of England, where I am fortunate to be amongst a large group of Fellows dating back to the very first Clore Social Leadership Programme in 2010. Since then we have grown in number, meeting every two months, providing a space for Fellows to share not just their Clore Social experience, but ideas for how we might all work together to take that next step in leadership and a support structure for people coming into Clore Social programmes for the first time.
In London, Phil Kerry has kicked off Cock-up Cocktails, inviting Fellows and others to meet up to share experiences and network at an evening of hilarious and honest “things that went wrong” talks from high profile speakers.
In Hull, HEY 100, the year-long Clore Social place-based leadership programme introduced people working across sectors and across a range of roles to each other. Now they want to do more, together and they are kicking off their first Chapter meeting in July.
And in other parts of the country the message is clear – Fellows want to do more.
"The message is clear – Fellows want to do more." Patricia Stead
So here it is. Today we are announcing the Clore Social Leaders' Chapter start-up fund. This will help Fellows make connections with other Fellows in their areas and to explore what powerful stuff can happen when leaders collaborate, form local networks and help to build a movement.
In 2019 we will fund the start-up of 10 new Chapters across the country (Scotland, England, N. Ireland and Wales). Funding of up to £2,000 will be available for each Chapter. Further information is available here.
Chapter proposals can be based on location or a specific context. It is up to you. We want your proposals to reach out to Fellows across programme years and strands and we will help you to do that. In the first instance, we are looking for expressions of interest, and you can register your interest here. Please note that the deadline for registering interest has closed on 20 May 2019. The deadline for applications is Monday, 17 June, 2019.
We are tremendously excited about this opportunity to help you continue your leadership journey, and build a movement of generous, inspiring leaders across your local communities. We look forward to hearing from you!
If you'd like to stay in touch, join our growing community of social leaders on the Clore Social LinkedIn community group. And don’t forget to let us know if you move area or change your contact details – we’d love to keep in touch!

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