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.

But human beings are social creatures. We are hardwired to interact socially with one another, and looking at recent political and societal events, we can all see an upsurge of people coming together. This was clearly demonstrated by the outreach of community support following the London and Manchester terror attacks, and after the fire at Grenfell Tower where we bore witness to the touching efforts of people reaching out in solidarity. People are not waiting for those in positions of authority to take appropriate action, instead they are using their own initiative to carry out their personal civic role.

Gulbenkian is conducting an Inquiry into the civic role of arts organisations. Their new report was developed alongside a panel of leaders, mostly from arts organisations, who provided recommendations as to how social and arts organisations can work together to understand the civic role arts organisations play, and what more is possible.

I am a member of this panel - I joined to add a voice from the social sector, particularly given that the Inquiry is largely focused on arts organisations. There are clear synchronicities in the work of arts and social organisations, but I wanted to understand what more could be done to create a common voice and unify cross-purpose initiatives between and beyond our respective sectors.

I say this because I feel that arts organisations, particularly the publicly funded ones, can do more to support the people in society who need it most. Arts organisations have a vast foothold across the UK in the form of community centres, theatres, libraries, museums, galleries and more, and this gives us amazing opportunities to heal the broken parts of our social fabric. Clearly they can’t do it alone, and collaborations with social leaders are vital. Thank you Gulbenkian, for highlighting some great examples, but let's not believe that these partnerships are common.

The social sector exists to create a fairer society, promote equality and fight social injustice. Yet as evidenced by the aforementioned recent events which brought communities together, what we stand for is not the preserve of the social sector, or any other sector.

It is incumbent upon us all to create deeper connections with one another on personal, organisational, cross-sector and a community-wide level, and this includes debating the issues that really matter.

So today I am asking all Clore fellows and interested parties, from the arts and social sector, to join in the debate. Let us know what you think. How do we get more arts organisations to engage with local charities to maximise our reach, particularly within disadvantaged and poorly served communities? And how do we get more social leaders to offer support, and also challenge other sectors to work together?

Let’s find multiple ways to collaborate, harness solidarity and become more unified in our civic role.

Share you comments below or join the conversation on Twitter.

David Green is director of Green Pepper Consulting, a social enterprise working with the third sector.

In the corporate world, ethics and success are not always synonymous. If they were, then we wouldn’t have activists such as Naomi Klein, or organisations like Greenpeace. But it isn’t just big oil or multinational mining companies that should be concerned with ethics.

Indeed, I recall the furore in 2013 when Comic Relief were found, at the time, to be investing in the likes of tobacco and armaments.

The fact remains that with a constant pressure to deliver, it can be tempting to push ethics aside. The outcome, it seems, then becomes more important than the means.

But does this actually matter if the result is the same?

The only ethical response, surely, is “yes it does”. It matters because no organisation operates outside of society. Indeed, for the voluntary and community sector (VCS), creating a better society is very much central to the role. So accounting for how you do this is important; and the reasons why should be clear:

• Greater public trust and confidence
• Credibility with local communities and the sector
• Better governance
• Inspiring loyalty, motivation, and the engagement of staff and volunteers
• More attractive to funders, donors and social partners

Of course the vast majority of VCS organisations spend their money with care; and e. But a wise VCS leader will want to embed ethics into the organisation’s culture at every level, from trustees, staff and volunteers, to its relations with beneficiaries, funders and other stakeholders.

This means not only putting the organisation’s values and mission centre stage, but also incorporating ethics into the leader’s own role.

A good place to start is with effective communications, consulting with staff and volunteers, engaging in external networks, and taking time to explain the organisation’s message, both internally and externally.

It also means adopting good and effective systems. Ethics should be embedded into recruitment, relationships, and practices. Creating an inclusive climate for staff, volunteers and beneficiaries to thrive, to speak up, and to develop will not only build trust and reinforce the organisation’s values, but help ensure sustainability in the longer term.

The leader’s personal behaviour must also reflect the organisation’s ethical values. Shouting and bullying, setting unrealistic targets, keeping people in the dark – none of these are compatible with ethical leadership. Instead empathy, honesty and respect should prevail.

Underpinning all of this should be basic principles of trust, honesty and integrity. As such, a commitment to model individual behaviour on the Nolan principles on standards in public life seems appropriate.

Clearly none of this is new, or particularly difficult to achieve. But it can be forgotten. So leaders should remind themselves, particularly when tough times need bold decisions, that how they get results is just as important to everyone involved, as the results themselves.

Please share your comments about this blog below, or you can join the conversation with David on Twitter.

In the last blog, Born leaders – you need to regress to progress, I explored the quality of curiosity and how we could benefit from learning to value this quality as we face increased leadership challenges in our sector. Now, I'd like to think about another child-like quality: courage.

When I was nine years old, my brother and salvaged four large pram wheels from the local tip. I was so excited – after what felt like months of searching we had finally found the only missing elements to our home-made go kart.

We fixed the axles to the old wooden door, secured an old blue rope as a steering device to the front axle and headed for the hill. The hill was notorious, it’s where anybody who was anybody went when it snowed. They took it on with bin lids, dinner trays, rubber rings, and the occasional sledge. But this was the height of the summer holidays, so we were going to set a new standard of bravery by tackling the hill on a homemade go kart. When we got back at school, we'd be heroes! I sat at the top of the hill, gripping the steering rope so tight it was sore. Wearing nothing more than my shell suit to protect me, I gave the nod to my brother to push me over the precipice. My heart was racing so fast, like it knew something that I didn’t…

I’m told that I made it to the bottom; I don’t remember it as well my brother. The last I recall he was shouting at me to use the soles of my plimsolls as brakes. Ah yes, brakes! Perhaps the pram wheels weren’t the only thing missing…

This might not be the most inspiring story to demonstrate my point but thinking back, I can't help but be a bit envious of my own courage. Coming on for thirty years later I wouldn’t dream of returning to the hill with a homemade Go Kart. I have learned to be cautious, to assess risk and make informed decisions based on the information that’s available to me.

Have I become too cautious? Does this same risk assessment prevent me from being brave, from speaking my truth in situations where I may be a lone voice, and from making unpopular decisions even though I know with confidence that they’re the right decision for the organisation?

In trying to find an example of where I have demonstrated courage recently, I asked some of my colleagues for examples of where I have led with courage. This feedback revealed the big differences that I have effected as a result of being willing to take appropriate risks, to challenge the status quo, and to make tough decisions. The feedback also revealed that courage manifests in small moments, like in being more open and vulnerable with my colleagues.

As our sector faces increasing challenges, both in number and complexity, it’s vital that we lead with the courage of our childhood, and true to our authentic selves.

In the next blog I’ll explore the quality of authenticity and how being true to our real self can enable us to be more courageous.

This blog was developed as part of Mark's 2016 Clore Social Fellowship Programme and originally published on Third Force News as part of a blog series.

Mark Kelvin is programme director at the Health and Social Care Alliance Scotland and a 2016 Clore Social Fellow.