Individual Development & Leadership

its contribution & feed-back into sector capacity building

• Dual Role– Marine Designation Adviser, Historic England– Heritage Consortium Fellow 2014/15

Clore Leadership Programme (CLP)

• CLP established 2004– To develop a generation of leaders within cultural &

creative sector

• Programme of tailored leadership development– New-found skills are put into practice through

workshops, a secondment and collaborative enquiry

• Heritage Consortium Fellowship– Supported by the Clore Leadership Programme,

English Heritage / Historic England, the Heritage Lottery Fund and the National Trust

Applications to the Programme made online via cloreleadership.org

Policy Provision for Capacity Building

Warwick Commission

• Scaling Investment– Arts, Culture & Heritage

bodies aim to deliver new investment models.

• Consolidating Education– All publicly-funded orgs.

should have a member with expertise in education & training on their boards.

Heritage 2020

• Capacity Building– strategic aim of Heritage 2020

• By 2020:– Model to deliver local advice– Workforce development– Training needs of practitioners– Effective civil society– Responsibilities of owners

Enabling Capacity

• Key aim in Historic EnglandCorporate Plan 2015-2018:– stimulate greater participation to improve our

understanding of what heritage is at risk and why

• in order to champion [England’s] heritage

• Also:– encourage others to research & articulate the

significance of heritage

The Money

• HE headline revenue cash budget 2015-18:

• Grants Programme fixed at £17.7m pa(remainder spent on operating costs & grants to EH charity)– £53k pa less spending power

2015/16£m

2016/17£m

2017/18£m

98.5 99.2 100.2 +1.7% 2015-2018

Inflation @ 0.3%

979899

100101

15/16 16/17 17/18

Understanding & Using Leadership

Clore Leaders

• Authentic• Creative• Have passion & ambition• Be strategic & courageous• Have an enquiring mind• Have integrity• Practical

My Leadership

• Be a leader of character, competence & courage• Lead from the front• Stay in shape• Develop your team• Delegate responsibility responsibly• Anticipate problems• Remain humble• Self-reflect• Earn respect• Never, ever give up

See also: D Winters Ten Principles for Success

Distilled Leadership

• Enable others to excel…

• …so as to contribute to the creation of participatory opportunities & resilience within the sector

montgomerydistillery.com/our-process/distilling/

What skills to we have?

• Understand & analyse issues & events• Investigate & assess material• Organise material logically• Base conclusions on research• Put forward ideas & arguments in a

concise manner• Talent for clear expression

Do the Maths!

• Enabling others to excel+

• Talent for clear expression=

• Fertility to build coalitions– in the workplace and across wider society

Working Beyond Authority

In Society

After J Middleton Beyond Authority

Circle ofAuthority

Whole Organisation

Diminishing Influence

Core Organization Society

stronger influence weaker influence

It’s a balancing act!

• Conflicting Pressures• Prioritizing Priorities• Storytelling• Heritage Cycle

• Create Opportunities for Others• Create Shared Agendas

Managing Relationships

• Networking– build relationships

• Be politically savvy– who influences who?

• Skilful communication– “what else do you need

from me?”

• Commitment

staffingstream/networking-tree

Three P’s

• Patience• Pragmatism• Persistence

– to build coalitions

Case Study

• Early Post-med shipwreck site, Farne Islands, NE coast

The Bottom Line

• Engage people to help them realise their innate potential.

• Never give anyone ANY reason to doubt your integrity.

Last Word on Leadership

• A bad leader makes you think they can do anything.

• A good leader makes you think you can do anything.

• Mark Dunkley

Heritage Consortium Fellow 2014/15– Clore Leadership Programme

@m1dunkle