Report: How can we lead differently in the 21st

Century to accelerate social change?

November 2018

Introduction:

How can we lead differently in the 21stCentury to accelerate social change?Countless courses, books and articles discuss anddissect what makes a good leader. We didn’t want toprovide just another framework or another theory. We wanted to hold a conversation. To talk aboutwhat’s happening right now. Ask the people thatwe’re working with, what leadership means to themand how it helps them to accelerate change andsocial purpose within their own organisations andenvironments. And - what they need to be better leaders. Every day at Peridot Partners we talk aboutleadership. We pride ourselves about getting underthe skin of the organisations we work with, tounderstand their objectives, to provide a constructiveand challenging sounding board and to deliver whatthey need. We connect leadership to the purpose, values andculture of the organisation, so invariably in ourrecruitment our job is to create solutions for businessneeds – we do this in the form of recruiting the bestpeople.

We start with questions: What do they want toachieve or aspire to? Who can lead much neededchange? Who can take an organisation and developit to do the best for the cause or people it’ssupporting? So, unsurprisingly, for us leadership is aboutpeople. But what makes that person the ‘one’ forthat organisation? The organisations we work with are changing theircommunities and sectors for the better. The purposeand the vision may differ yet they all share a commonstrand - culture. Culture although different in each place, is at theheart of making things happen. And within thatculture - supporting it, driving it and nurturing it, aretheir leaders. These are the people who build and unleash humanpotential to accelerate societal change. We wantedto ask, what is it that helps them do this?

We work with amazing and driven organisations -whether they are supporting people living withcancer, developing the workforce of the future,supporting professionals in their chosen careers, orfighting poverty or addiction. But we live in a time where the only constant ischange. New technologies, flexibility in theworkplace and an external environment whichcontinually scrutinises impact and is judged by a 24-hour stream of media output, mean that as leaderswe’re always ‘on’. So how can leaders show up to lead greater impact inthe sector? What is it that we might fear and couldbe holding us back from being authentic leaders? And what do we value in other leaders? We started with seven qualities and opened them upthe room. Background:

From extended interviews with leaders around theworld, Within had noticed seven common qualitiesthat came up time and again. Starting with these qualities, we provided a safe andconfidential space for our leaders, wherever theywere in their leadership journey, to talk about whatthey identify in themselves, using these qualities as astarting base and opening them up for furtherdiscussion.In early November 2018 in partnership with Within

People, we invited a select group of CEOs and leadersto help us start a conversation about leadership.

How it worked and what we talkedabout:

As our attendees arrived we asked them to pick oneof the seven qualities - the quality that has bestserved them so far on their leadership journey. And then we set the scene. An honest, open, safeenvironment to talk. ACEVO CEO, Vicky Browningjoined us to talk about her leadership journey. Vicky’s honesty set the tone for the evening andallowed attendees to see a different type of leader inaction. It gave the room permission to talk honestlyabout their own leadership experience and how theymight lead differently. The qualities of vulnerability, empathy, curiosity,creativity, conviction, courage and patience don’tstand alone. They work together and our eventallowed our attendees to discuss what each qualitymeant to them. People felt validated by sharing experiences - beingin leadership roles means that they ‘hold a lot withinthemselves’. We talk about loneliness a lot inleadership and this resonated with the group andbeing able to talk to each other showed that they’renot alone.

When I started in my career, it was much harder to beyourself. You felt you had to be a

certain type, or you were fitting inwith a certain culture. In the

organisation I now run, I encouragepeople to bring themselves to work,

rather than feel they have to be acertain way to fit in. I want them to

be themselves.

Vicky Browning, CEO, ACEVO

The discussions have been captured and anonymisedbelow to provide a starting point for how leaders can‘lead’ differently to develop and grow theirorganisations. The content reflects the perspectives of the brilliantpeople in the room and their experiences as leaders.This is their voice discussing how they can leaddifferently in the 21st Century to accelerate socialchange.

Seven Qualities of Modern Leadership in the 21st Century

These seven leadership qualities have been defined by Within People following conversations withleaders in the UK, Europe, North America, South Africa and Asia, uncovering key learnings aboutleading in the 21st Century that’s different to past leadership.

Vulnerability1.

Being who youreally are, open touncertainty andemotionalexposure.

2. Empathy

Understandingothers for whothey are and fromwhere they are.

Enquiring withopenness andobjectivity, andlisteningfor learning.

3. Curiosity

Inspiring differentways of thinkingand bringing outthe creator inothers.

4. Creativity

Seven Qualities of Modern Leadership in the 21st Century cont:

Enquiring withopenness andobjectivity, andlisteningfor learning.

7. Patience5. Conviction

Keeping theintegrity of thepromise that’sbeen made– doing whatyou say you’ll do.

6. Courage

Accepting therewill be fear andbeing able towork with it so itdoesn’t hold youback.

The event was facilitated andbased on leadership research by

Within People

Vulnerability:1.Vulnerability is closely connected to empathy andcourage. To be vulnerable means being able to sharepart of who you are and in doing so present yourauthentic self. To be clear about your values. There isa distinction about being you – both at work and athome and how the two should align. ‘Bring yourwhole self to work’. It’s not brave to be resilient all the time; it impacts onour physical and mental health. By putting up a frontand soldiering’ on, as leaders we open ourselves up toburn out. We also put ourselves in danger of rolemodelling behaviour that won’t support an open andtransparent culture. For many people, there is a direct link to the workthat their organisation does and the power of beingvulnerable. How being vulnerable can openconversations with beneficiaries and enable trust andempowerment. There is currently a lack of role models who areauthentic and comfortable sharing failures. Conversely, there is a fear of being vulnerable andhow showing vulnerability could bring externalcriticism and attract negative publicity.

We need more role models showing this quality, particularly for new CEOs starting out.Resilience is overrated – we need to be who we areand be able to admit that we can’t ‘do it all’ all ofthe time.Acknowledging we don’t know everything leads to connection, information, support, sharingexperiences and trust. As we get older, we become more comfortablesharing and being vulnerable. Understanding and judging the best time to show vulnerability can be powerful.The act of modelling vulnerability can bring aboutreally positive interactions and reactions of teams,staff and service users.

Summary:

2. Empathy:This is defined as the most ‘people’ focussed qualityand the overarching idea is that if we don’tunderstand people, we can’t get the best out ofthem. If organisations are about people, we need tounderstand their motivations and why they do whatthey do. By learning to understand people, we also have tomake ourselves vulnerable. Empathy is aboutdeveloping a connection and trust. It means that weneed to give some of ourselves and open up, to fostera culture of honesty and transparency. We are fearful of empathy being seen as a weaknessor a way for underperforming staff to manipulatesituations.

We tend to think we’re good at empathy, but it canbe difficult to be authentic and show real interest.We should ask people about their ‘story’ ratherthen ask who they are as defined by their jobdescription.Showing empathy means we need to be honestand show the ‘human’ side – admitting that wedon’t know everything.We need to recognise that expert leaders aren’talways expert managers of people and might needhelp and support. We should manage empathy with conviction andnot as an excuse for accepting under-performance.Showing empathy forces us to consider otherperspectives which is critical for understanding ourorganisations.

Summary:

Being empathetic has enabled an open culture within myworkplace where staff feel empoweredand can be honest. It’s also allowed me tohave a greater overlap between work meand personal me which for a long timewere vastly different.

3. Curiosity:Curiosity is described as the bit before creativity. Theway we try to understand the better ways of doingthings. It comes with its own energy and is aboutexploring potential. It creates opportunities – for new business, forpartnerships, for re-modelling services andquestioning the status quo, among others. It allowsfreedom to ask questions, supports generativethinking and enhances organisations and the waythey deliver their purpose. As leaders, we can’t know all the answers, we rely onand trust those around us to support us with theirexpertise. But we can bring our people together tochannel and collaborate using their expertise todevelop new ideas and products with a sharedunderstanding and unique perspective.

There is a tendency to naval gaze. Curiosity can be disruptive if not harnessed ondelivering core purpose.   It enhances an organisation. We need to understand how we as leadersencourage curiosity at every level.

Summary:

4. Creativity:Overwhelmingly we agreed that we don’t talk aboutour creativity in the sector, it’s not championed. Yeteverything we do comes from a need to supportpeople, groups and causes to create a changewhether on a local, regional or national scale. The discussion focussed on diversity and howdifferent experiences, backgrounds and people bringcreativity to their sectors – and that we need to domore to encourage and embrace this. We make a lot of assumptions that we don’t alwaystest because we think we know best – embracing anopen, unburdened approach can help to driveinnovation. From social prescribing and people centred services,often sectors like not-for-profit are ahead of the localauthority and government services, deliveringexcellent and innovative programmes. In this modern time, there is a shift in power from‘doing to’ beneficiaries to ‘partnering with’ andcreativity allows this to flourish.

We are experts in ‘frugal innovation’ – pilotingcreative ideas with little or no funding.We need to create the time and space for idea generation. Creativity is supercharged by diversity.There is value of bringing people in from outsideour sectors to challenge ideas and bring newperspectives.Our assumptions can lead to ideas being blocked.

Summary:

"Dan Pallotta Ted Talk - The way we think aboutcharity is dead wrong. Recorded six years ago, Danpredicted the shift towards outcomes over outputs

that all charity CEO’s should be making today."Top tip from Stephen Elsden, CEO of Compaid

5. Conviction:We want the best for the causes and organisationsthat we represent. Having social purpose needsconviction. Having conviction spoke to living our values. It’s adriving tool to build teams and respect. As CEOs, we need to manage multiple stakeholders,both externally and internally and balance their senseof the vision for the organisation. There can be a danger of becoming side trackedaway from core purpose by competing ‘convictions’. Conviction goes hand-in-hand with providing clarityand a sense of purpose. It also links to courage andbeing confident with pursuing objectives thatsupport the vison of the organisation.

Conviction helps to drive collaboration.Sometimes we just need ‘sheer bloodymindedness’ to keep on track and get things done.We need to develop the ability to manage‘everybody’s conviction’ and understand our ownboundaries. We need to be OK with asserting the‘conviction’ that helped us get the top job andtrust our instincts.

Summary:

"The devil is usually in the technical detail andanalysis - so master the business skills that willempower you to prioritise accountableimprovements to services over the maintenance ofexisting structures and approaches."

Top tip from Karin Woodley, CEO of Cambridge House

6. Courage:There is a perception that courage is typicallyascribed to ‘hero leaders’. The alpha presenting, directional type of leadershipthat is more command and control, more of ahistorical style – a way to lead a ‘herd’ rather thanempower people. With all these qualities, defining them meanssomething different to each person. So what doescourage actually look like? What does it feel like? As leaders in the civil society, we show courage on adaily basis – standing up for the causes and serviceswe deliver. Being the voice of those who cannot speak andadvocating in our communities. How do we reflectthis courage on a personal level? Admitting failures and having the ability to reach outand acknowledge when support is needed is a sign ofcourage. Sometimes we over think courage, perhapsit’s just more simple that we believe? Courage links to being comfortable in ourselves, ourvalues and our boundaries.

It’s OK to take risks and it’s OK to fail.We need to make space to fail and learn and notbe ashamed. We should challenge what courage means in a 21stCentury world.We need to role-model ‘courageous vulnerability’.

Summary:

7. Patience:We sometimes struggle with aligning patience toourselves. As leaders, traditional thinking assumesthat to be successful we need to get things donequickly. We all know about the concept of the ‘first 90 days’and the push to achieve and create change fast fromexternal influences and internal stakeholders (oftenTrustee Boards). The ‘quick fix’ way of operating doesn’t fit with theexperience in the room. Patience is something thatthe leaders felt they had needed to learn, somethingthat is at odds with the perceived ‘dynamism’ ofbeing a leader. It links through to empathy and the ability to listenand fully understand what is happening within anorganisation. Having the expertise, judgement andconfidence to understand the times whenimpatience is needed, is also an important skill todevelop. As a new CEO, pressure for quick change can lead tounrealistic expectations and the pressure to jump toconclusions or solutions that might not fit theproblem.

We need to create space for reflection.It takes self-awareness to understand that it’s notabout setting unrealistic short-term targets.We need to take the time to understand the teamthat we lead (the skills / approaches andbehaviours).We should encourage the value of diversity instyles.There are opportunities to create time for new andrelevant experiences for ourselves and teammembers.

Summary:

The group thought we need to be more mindful ofthe consequences of impatience and the impact ofsaying ‘yes’ to everything. There is a balance between giving direction but alsoempowering people to own their own ideas andstrategies. Patience is complex. Creating real sustained changetakes time. It’s not something that can be forced. It’sconstrained by the pace of individuals – how do weensure that the early adopters and the general massshare the same journey?

We need to learn that sometimes beingjust ‘good’ is good enough and thatconstant pressure, particularly if self-directed, can lead to burn out.

What next?The event and this report are the conversationstarters. We’re not going to define a leadershipframework for the civil society. Leadership and organisations are too fluid and tooindividual to prescribe a ‘one size fits all’. What we want to do is offer a safe space to discusswhat leadership looks like and how we can supportleaders to discover their strengths and becomfortable in being authentic. What we do next has to be practical and useful for current and inspiring leaders, at whateverstage they’re at in their leadership journey. We’re motivated by creating a network of like-minded and progressive leaders, who might seethemselves in some of these qualities and want tokeep learning. Sign up to hear more our Leadership Network. Acommunity for curious people who want toaccelerate social change within their ownorganisations. peridotpartners.co.uk/Leadership

Who are we:

Within People is an international partnership that helpspeople find purpose and grow using a coaching approach

that builds clarity, belief and confidence

www.withinpeople.com georgina@withinpeople.com | nicole@withinpeople.com.

Peridot is a values-led executive search agency,transforming leadership and inspiring change with

organisations who have social purpose.

We are specialists in recruiting progressive, thoughtful andtransformational leaders.

peridotpartners.co.uk

grant@peridotpartners.co.uk

Thank you

We couldn’t have held this event without the honesty and engagement from the followingleaders:

Vicky Browning - ACEVO - Chief ExecutiveRose Caldwell - Concern Worldwide Executive -DirectorLaura Doughty - Interim ConsultantEsther Foreman - The Social Change Agency -Founding DirectorJim Gardner - Kent Union - Chief ExecutiveVanessa Harwood-Whitcher - Institution ofOccupational Safety and Health - Director ofProfessional ServicesFrances Longley - Amref Health Africa UK - CEOJulie Nerney - Association of Colleges - Chair Nick Parker - Raleigh International - Director ofBusiness DevelopmentLucy Peake - Grandparents Plus - Chief ExecutiveMartin Powell - Institution of Structural Engineers -Chief ExecutiveJulie Randles - Causeway Education - CEOJohn Schless - Students' Union University ofGreenwich - Chief Executive

Lauren Seager-Smith - Kidscape - CEOStephanie Talbot - Stoke on Trent College -GovernorJames Thorne - Institute of Quarrying - CEOKarl Wilding - National Council For VoluntaryOrganisations - CEOMike Wojcik - Queen Mary University of LondonStudents' Union - CEOJohn Yarham - Futures Group - Chief Executive

Report Author: Emma Wrafter

Event Filmmaker:

Stacey Williams - Attain Productionswww.attainproductions.com