Growing people a journey

1
Growing people a journey

• Dame Mary Marsh
• GRIT Alumni Special Interest Group
• London Business School

2
Overview

• My leadership journey
• Learning about leadership
• A framework for leadership
• Clore Social Leadership Programme

3
My leadership journey

• Founding Director, CSLP plus NED roles
• Chief Executive NSPCC (2000-08)
• Headteacher comprehensive schools
• (1990-2000)
• MBA at London Business School (1987-89)
• Deputy Head St Christopher School (1980-90)
• Full-time mother (1972-80)
• Teacher (1968-72)
• Geography graduate (1968)

4
Learning about leadership

• Sharing experiences reflecting, mentoring,
  talking, writing
• Sources of stimulus Charles Handy first
• Get out of the box
• Relationships and dysfunctional teams Chris
  Argyris
• Leadership research what followers look for,
  e.g. integrity, values, vision, inspiration
• Chinese, Japanese, Ancient Greeks and Romans,
  Machiavelli, Sport, Psychology

5
A draft framework for leadership

• Personal qualities know yourself, be yourself,
  look after yourself
• Assessing context situation sensing
• Working with and through others
• Have you got a good toolkit?

6
What should be in the toolkit?

• Finance and business planning
• Risk and performance
• People management
• Customers/stakeholders
• Procurement and commissioning
• Property and facilities
• IT
• Research and evaluation
• Media handling

7
Personal qualities

• Passion for the cause, integrity, values
• Authenticity, confidence, humility
• Communication skills
• Curiosity, creativity, innovation
• Determination, energy, drive for improvement
• Courage, risk, tough decisions
• Self-management, physical and emotional resilience

8
Assessing context

• Reading and seizing the future
• Broad scanning with helicopter dives
• Setting vision, purpose, focus
• Readiness to learn, open minded
• Resourcefulness
• Political astuteness
• Drive for results

9
Working with through others

• Inspire, motivate, empower, enable
• Respect, embrace diversity, celebrate difference
• Collaborative working, building teams
• Partnership working, negotiation
• Effective and strategic influencing
• Deliver outcomes
• Holding to account, support and challenge

10
Clore Social Leadership Programme

• Purpose to identify, develop and connect
  aspiring leaders in the wider third sector
  working for the benefit of individual people and
  progressive social change in communities across
  the UK

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What is the wider third sector?

• Social purpose non-profit activity
• Charities small and large
• Community organisations
• Social enterprises
• Co-operatives and mutuals
• Housing associations
• Foundations and trusts

12
What is the need?

• Lack of dedicated resources and support to grow
  the third sector talent pool
• Right time for this investment in rapidly
  changing context across UK
• Potential investors identify leadership deficit
• Cross sector experience to enable effective
  influence/negotiation with private public
  sectors
• Provision of high quality intervention to create
  a step change in expectations including in
  governance

13
Clore Social Leadership Programme

• Now is the time to identify, develop and connect
  aspiring leaders in the third sector
• Competence, confidence, challenges and
  complexities
• Responsibility of Fellows
• Up to 20 in each cohort starting in January 2010
• Fully funded, sponsored programme with specialist
  Fellowships and strategic partners
• Bespoke, individualised, modular range of
  experiences

14
Programme values

• Courage
• Passion
• Diversity
• Respect
• Focus

15
Programme framework

• 360 degree review
• Residential block weeks for challenge, shared
  experience and reflection
• Workshops, short courses
• Action learning sets
• Online interaction/dissemination
• Personal mentor and access to coaching
• Intern consultancy in placement
• Action research

16
Partnership opportunities

• Lead strategic partners to influence the
  development of the Programme
• Sponsor specialist Fellowships
• Contribute to the delivery of the Programme
• Distinctive corporate responsibility role
• Connect with individual Fellows into the longer
  term
• Wider recognition for giving support to crucial
  high profile initiative for the third sector

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Engaging third sector employers

• Grant to support release of Fellows on programme
• Recognition as partner, influencer and
  stakeholder in programme
• Connection with other employers/trustees and
  funders
• Benefit from intern consultancy project
  opportunities

18
Timeline for applications

• May 2009 Launch for applications
• June 2009 Closing date
• Summer 2009 Selection of Fellows
• October 2009 First cohort of Fellows announced
• October-December 2009 Preparation for
  Programme, including 360 degree reviews
• January 2010 Clore Social Leadership Programme
  starts

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Who might apply for Fellowship?

• Working in or closely with the wider third sector
• Capacity, aspiration and ambition for leadership
• Experience of employment or volunteering in the
  sector
• Commitment long term to be a third sector
  champion
• Support from employer

20
Impact by 2015

• Up to 100 Fellows connected with each other,
  demonstrating confident, innovative, diverse
  leadership across the UK third sector
• Thriving, flexible, entrepreneurial third sector
  organisations with well managed risk, robust
  financial management, good governance and clear
  focus delivering positive outcomes
• Clore Social Leadership Programme actively
  connected with dynamic leadership development
  across private, public and third sectors

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How can you help?

• Identify potential Fellows and encourage them to
  apply
• Propose and introduce sponsors and funders to the
  Programme
• Offer and suggest possible contributors to the
  Programme sponsoring/pro bono strategic
  partners welcome
• Promote the Programme to others including third
  sector employers

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Contact Us

• Dame Mary Marsh, Director
• Rachael Crooks, Administrator
• Tel [phone]
• Email info_at_cloresocialleadership.org.uk
• Website www.cloresocialleadership.org.uk