1. Legal Advice Sector LDP – James Barrett Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance |

2. 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

3. 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

4. Legal Advice Sector Programme
Chief Executives and Senior Leaders
Two cohorts of 30 participants each year
Year 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

5. 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

6. 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)

7. 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)

8. 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

9. 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

10. 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

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

12. 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

13. 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

14. 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?

15. Service Lead for Leadership Development
James Barrett
Service Lead for Leadership Development
Cass CCE