Legal Advice Sector LDP – James Barrett Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance CassCCE@city.ac.uk | 020 7040 0901

Thanks. Lindsey / Ruth / phenomenal tenacious participants. Any here Thanks! Lindsey / Ruth / phenomenal tenacious participants. Any here? Brilliant to be having this discussion. NEW FRAMEWORK OF HOW THE SECTOR LEARNS DUE THIS WEEK Reflections on the Legal Advice Sector Leadership Development Programme James Barrett Service Lead for Leadership Development Cass Centre for Charity Effectiveness 23 April 2018

Programme Purpose The Programme seeks to nurture your individual leadership talent, and also wishes to equip you with the expertise to develop innovative, sustainable organisations, and to be a catalyst for positive change across the wider advice sector. Scoped then delivered – In the light of radical funding cuts - not aware of any other sector experiencing this level of severe cuts

Legal Advice Sector Programme Chief Executives and Senior Leaders Two cohorts of 30 participants each year Year 1 - 27 retained Year 2 - all 30 retained Year 1 – 50% Advice Bx, 40% Law Centres, 10% Specialist Year 2 – 33% Advice Bx, 33% Law Centres, 33% Specialist Free programme, national travel, and residentials Written applications Obligatory attendance Targeted at people at the top of their organisations, already in the debate, likely to be in the orbit of funders and umbrella bodies

Programme Elements 360 Feedback and three executive coaching sessions Three action learning sets Three residentials: Elective topics ‘Whole system’ days Shadowing and mentoring options Additional theory of change day Booster evaluation day Peer network Follow up event for both cohorts at the end of 2018 Tackle gritty problems you were facing – bonding – what it’s like to be in this position / peer boost

Charles Handy - The Second Curve Reinvention Natural life cycle for every organization and sector – have to reinvent BEFORE the peak for least disruption, and to have sufficient resources to reflect and implement – Double task – steady state and change. Behave as if you are always close to the peak. Decline Handy (2015)

Tenacity for what. Leadership for what. Who has a vision for this Tenacity for what? Leadership for what? Who has a vision for this? Brilliant that this conference and your table discussions are tackling this!!! Portfolio of other interventions Smerdon & Randall, Future Advice (2013) adapted from Kemp, Zero Carbon Britain 2030 (2010)

Leadership Management Key Themes Doing the right thing Leadership = doing the right thing Creates the future. Inspires people with a vision, influences change, shapes culture. Sets direction, aligns, motivates. Management = doing things right Coordinates delivery of the mission efficiently and effectively, ensures productivity. Organises staff and budgets, controls, minimises risk, troubleshoots. Understanding the difference / losing the bigger picture / Neuroscientific experiments – very difficult to hold focus on both – ethical judgements Management Doing things right

Acting Up Acting Down Key Themes What only I can do Plugging the gaps Power and influence because of my status - essential to get the strategic stuff right – reach commissioners higher up the system, engage the board You have finite energy – where do you want to use it. If you are grappling with awful dynamics / poor board / staff underperforming fix this!! Acting Down Plugging the gaps

more targeted, more effectively More and more for less and less Key Themes Fewer things, more targeted, more effectively Focus on greatest impact where they can make a difference, can see their impact, celebrate success More and more for less and less

Gap! Knowing Doing Key Themes Time / Firefighting, lack resources / confidence / support of leader, colleagues, staff, board What would it take to implement your learning?

What would it take to optimize the sector? Key Themes What would it take …to have open conversations in order… to optimize the sector? Understand different sub-sectors and professional strands / theory of change for the sector / how we align / mission before organization

A learning culture is possible! Key Themes A learning culture is possible! Were advised to start at 11 finish at 3. We did set rules about attendance. A chance to push back. People trekked across country, engaged passionately Learning together – an experience of groups, learning to manage yourself alongside (a few) annoying people, thinking together as a group, building to conclusions Practical arrangements: accommodation, dates all set in advance Remember to learn from outside the sector too! LD isn’t a treat it’s essential

Key Questions What should an optimised sector look like in 2025? What leadership will get us there? What learning & development culture and interventions would produce that leadership? What L&D models will work in our context?

Service Lead for Leadership Development James Barrett Service Lead for Leadership Development james@consultjbarrett.com 07956 308 324 Cass CCE 020 7040 0901 www.cass.city.ac.uk/cce Twitter: @CassCCE