We will disseminate the findings from the work and keep the collaborative flame burning with events and communications. We have a strong commitment to avoid duplicating other sector initiatives on governance, leadership and trust, complementing and supplementing them, where we can. We have a strong interest in ensuring this initiative adds up to more than the sum of its parts and we will be seeking to link the work of the different groups in ways that create a multiplier effect. If we can demonstrate evidence of the potential to be transformative, the plan is to prototype, pilot and take each to scale.
This is not just to reclaim their place in the affections of the British public, challenged of late by the behaviours of the tiny few, but to fulfil their potential acting alongside the state and a private sector who share the mantle of meeting the demands and needs of the British public now and in the future. We felt strongly the need to support charities in their work. The big question was how we, as sector “stewards”, could ensure that it was well led and governed now and in the future.Ī sense of urgency hung over our discussions and a number of observations emerged: there is no ‘market place’ where organisations can find affordable and accessible leadership education (and no sign-posting to what exists) for a variety of reasons, demand from the sector itself appears weak (whether driven by short-termism or lack of resource). It was an opportunity for challenge and critical assessment. We were joined by colleagues from thirteen other funders, from the sector’s major umbrella bodies and from government. The gathering was convened by Sally Bacon from the Clore Duffield Foundation (a pioneer in this field), Sara Llewellin from the Barrow Cadbury Trust and myself from the Calouste Gulbenkian Foundation’s UK Branch (another early supporter of Clore Social Leadership) with the support of Shaks Ghosh from Clore Social itself. This was the context for a ‘retreat’ held six months ago in Windsor. We have huge potential to be forces for good if only we can address this deficit. And this happens at a time when the social sector plays an increasingly important part in the fabric of society and yet faces some of its biggest strategic challenges. The fragmented nature of the sector – with many smaller charities and a limited number of larger ones – creates conditions in which we just hope and pray for good people rather than identifying and developing them. We have often neglected to invest in developing the next generation of leaders with such investment perhaps regarded as an indulgence. Understandably, the response of some leaders is to retreat in the face of the huge external challenges whilst a tiny few – a small fraction of the total – act in a way that brings discredit on the sector as a whole and the values it stands for. Some heading up organisations lack the sort of insightful, collaborative and ‘generous’ leadership that feels so necessary when organisations should be collaborating, rather than competing, in the interests of their beneficiaries. These qualities are found across the 163,000 organisations that make up the sector but not consistently so. They’ve not just been effective they’ve been an inspiration to me.
I’ve worked with some exceptional individuals during my career: passionate and empathetic, thoughtful and strategic, collaborative, outward looking, with vision and foresight. Social sector leadership is an issue that’s close to my heart.
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