THE ALCHEMY PROJECT
FEASIBILITY REPORT
FAR Social Enterprise
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TABLE OF CONTENTS
Page
ACKNOWLEDGEMENTS
1. EXECUTIVE SUMMARY
4
2. PURPOSE OF FEASIBILITY REPORT
7
3. ALCHEMY PROJECT BACKGROUND AND STRUCTURE
7
4. METHODOLOGY
4.1 Consultation Framework and Process
4.2 Consultation Participants
8
8
10
5. FINDINGS
5.1 Leadership Development - Issues and Needs
5.1.1 The Not for Profit Sector
5.1.2 A “Good Leader”
5.1.3 Leadership Development – What Boards and
Management Can Do to Support Leadership Development
in Organisations
5.1.4 Leadership Development – What Role Staff Can Play in their
Own Leadership Development
5.1.5 Young People in the Sector and Leadership Development
13
14
5.2 Leadership Development - Opportunities
5.2.1 Collaboration
5.2.2 Mentoring
5.2.3 Reflection
30
6. PRIORITY AREAS AND RECOMMENDATIONS
6.1
Leadership Role and Capability at Board and
Management Level
6.2
Human Resource Development
6.3
Self-Awareness
6.4
Diverse Experience
6.5
Building Relationships
6.6
Recommendations: Conclusion
38
39
40
43
46
48
52
APPENDICES
Appendix One - Methodology Logistics and Limitations
53
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ACKNOWLEDGEMENTS
FAR Social Enterprise acknowledges the funding support for The Alchemy
Project provided by the Westpac Foundation.
We wish to acknowledge especially the contribution made by the many
consultation participants from the not for profit, corporate and government
sectors. For reasons of confidentiality, the individuals and organisations who
participated in the consultation will not be named.
FAR Social Enterprise also thanks:
•
The Sydney Mechanics’ School of Arts (SMSA) for their pro-bono support
of this project
•
The individuals who submitted case studies
•
Jane Kenny of the Sydney Community Foundation, Doug Taylor of United
Way and Roger West of WestWood Spice for their continued guidance
and inspiration as The Alchemy Project Steering Committee and
•
National Children’s and Youth Law Centre (NCYLC) and in particular,
James McDougall for auspicing the Alchemy Project
Jo Taylor (Director)
David Hardie (Program Coordinator)
Jenni Iloski (Program Officer)
A note on FAR Social Enterprise:
FAR is a social enterprise founded by Jo Taylor and Jackie Ruddock. Having worked extensively within the not for profit sector, Jo and Jackie work with a number of specialist consultants to
deliver a range of capacity-building and strategic projects within the not for profit, corporate and
government sectors. They specialise in working with organisations that are at key points or at
crossroads in development, and are looking at a range of sustainability questions and options.
FAR believes in being accountable, transparent, progressive, sustainable and effective. Our
organisations goals are to develop collaborative strength-based interventions focusing on management practices, adaptive leadership and engaging in innovative philanthropy. By generating
an income through advice and the implementation of management practices and adaptive leadership programs, FAR has been able to also pioneer several pro bono initiatives for the social
change sector.
FAR SOCIAL ENTERPRISE – DECEMBER 2008
Feasibility Report revised December 2008
For further information on the Alchemy Project contact Jenni Iloski
jenni@farsocialenterprise.com
Alchemy is a FAR Social Enterprise Project
This work is licensed under the Creative Commons Attribution-NonCommercial-Share
Alike 2.5 Australia License. The symbols associated with the license are:
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1.
EXECUTIVE SUMMARY
The Alchemy Project Feasibility Report documents and analyses the findings of
the cross sector consultations undertaken to explore leadership development
issues, needs, challenges and strengths (including opportunities) within the not
for profit sector.
A total of 42 individuals (from 29 organisations) from the not for profit, corporate
and government sectors took part in the consultations. The findings outlined in
this report are drawn directly from the discussions that took place in the various
consultation forums.
Consultation participants discussed their perspectives of the current state of the
not for profit sector to provide context for their consideration of its leadership
development issues and needs. When asked to identify the main challenges
facing the not for profit sector, including those characteristics that were
hindering its development of leadership capabilities, participants highlighted the
following:
! the sector is held back by the perspective that its role is just about ‘doing
good’
! Limited funds and time are not available or not being allocated to staff
development
! there are many examples of poor human resource practices
! there are limited career paths and opportunities for staff movement and
progression, particularly in smaller organisations
! the sector has little time to focus on learning or reflection.
People were also asked to consider their experience of a ‘good leader’ as a way
of exploring notions of leadership within the sector, as well as the mechanisms in
place to develop leadership capabilities. When the characteristics of effective
or ‘good’ leaders were explored, the following attributes emerged. Effective
leaders:
! are able to bring people with them
! have the ability to listen and hear the perspective of others
! network and form relationships across sectors
! bring a deeper sense of purpose, meaning and value to their work
! understand the value of reflection and create spaces for regular reflection
! are prepared to take some risks and make difficult decisions.
Therefore, what can be done by organisations and individuals to develop these
characteristics? The consultations explored this question and identified the
leadership development needs of the not for profit sector. These needs have
been analysed and are presented through the operating framework for many
organisations in the sector: namely boards, management and staff. The identified
needs highlight many complementary activities that organisations and individuals
can undertake to foster leadership development.
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Not for profit boards and management can support leadership development
within their organisation and the sector by providing:
! strong Board direction and support for leadership development practices
and programs
! an organisational strategic plan that sets an organisational direction and
priorities and a context for staff and leadership development initiatives
! human resource management strategies and structures that promote
reflective practices throughout an organisation
! formal and compulsory performance development processes
! management support and supervision that focuses on ongoing learning,
feedback and reflection
! opportunities for staff to obtain advice and feedback through formal and/or
informal mentoring
! opportunities for staff to gain diverse experience.
The actions of boards and management are critical but will be ineffective without
sector staff also taking personal responsibility for their own development as
leaders.
Not for profit sector staff can develop their leadership skills by:
! gaining diverse experience
! allocating structured time for self-assessment and self-reflection
! developing a sense of purpose in their work
! building networks and connections
! learning by doing and learning by failing
! stepping outside of their comfort zone
! accessing formal and/or informal mentoring.
In addition, consultation participants repeatedly made reference to the
opportunity the not for profit sector has to foster leadership development in three
ways: through greater collaboration, through formal and informal mentoring
and through the process of reflection. These opportunities are explored further
in the identified priority areas.
Finally, through analysing the Alchemy Project Literature Review and
consultations, five priority areas for action for boards, management and staff
have been identified:
1. Leadership Role and Capability at Board and Management Level
2. Human Resource Development
3. Self-Awareness
4. Diverse Experience
5. Building Relationships
Strategies for each priority area are explored and recommendations are listed.
Where possible, brief case studies are introduced to outline existing programs
and initiatives already undertaken within the sector. The recommendations for
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each of these priority areas are designed to encourage a ‘call to action’ for the not
for profit sector, and its partners, to undertake further collaborative work to help
address the sector’s leadership development needs.
The Alchemy Project, within FAR Social Enterprise is committed to collaboratively
developing and designing, one strength based initiative that focuses on one of the
recommendations listed to support Leadership Development in the not for profit
sector.
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2.
PURPOSE OF FEASIBILITY REPORT
This report documents and analyses the findings of the cross-sector consultation
undertaken to explore leadership issues, needs, challenges and opportunities in
the not for profit sector.
The report aims to provide a focus for further discussion and collaboration
directly related to leadership development. This document also acts as a ‘call
to action’ for potential project partners to work on the suggested initiatives and
strategies that have been identified.
3.
ALCHEMY PROJECT BACKGROUND AND STRUCTURE
The Alchemy Project is a FAR Social Enterprise project to help build a robust,
transparent, accountable and sustainable not for profit sector. The project does
this by working collaboratively cross-sector to harness current resources and
build on current good practice, in order to develop and design innovative and
sustainable solution(s) to the identified leadership shortage within the not for
profit sector.
The aims of the project are to:
!
Identify issues, needs and challenges in the not for profit sector relating
to skills and leadership development. This is done through undertaking
research, writing a literature review and conducting consultations
!
Ensure a representative cross-section of stakeholders have input into
identifying issues and solution(s) relating to leadership development, and
!
Collaboratively design an innovative and sustainable solution(s) to help
address the skills and leadership issues identified.
The project is being delivered in partnership with a Steering Committee of
representatives from United Way, WestWood Spice and the Sydney Community
Foundation. The project is funded by the Westpac Foundation.
This first phase of The Alchemy Project includes:
! Recruiting a cross-sector steering committee
! Researching current understanding of the skills and leadership shortage in
the not for profit sector by undertaking:
o A Literature Review (completed June 2008)
o Cross-sector consultation (completed August 2008)
! Development of this Feasibility Report documenting the research findings
and recommendations for potential strategies (completed November 2008)
! Development and design of at least one particular solution to be
implemented in Phase Two during 2009.
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4.
METHODOLOGY
4.1 Consultation Framework and Process
The Alchemy Project Literature Review1 provided a focus for the consultations
and positioned the project to complement (rather than duplicate) other sector
research being undertaken on broader workforce-skills capacity issues.
The Alchemy Project also acknowledges there is significant work being
undertaken elsewhere to develop workforce capability frameworks and workforce
development strategies for the not for profit sector. Similarly, while training in core
management skills (e.g. strategic planning, budgeting and people management)
is acknowledged as a component of developing leadership capabilities for those
that are engaged with running organisations, it is also not explored in detail within
this study.
The Alchemy Project Literature Review highlighted the consultations for this
project were to specifically focus on the gaps identified in the not for profit sector
around leadership development and the different notions of leadership.
Therefore, the aim of the consultations was to provide a space to discuss
leadership issues, needs, challenges and opportunities in the not for profit
sector and gain representative views on the current leadership practices and
opportunities within the sector. The consultations also aimed to obtain individual’s
experiences, views and ideas to help inform the development of a pilot project(s)
in 2009 to help address the leadership challenges in the not for profit sector.
A framework was established prior to commencing the consultations to identify
key stakeholders who are engaged, influence or have contact with the not for
profit sector. The following categories were identified and formed the basis for
identifying individuals to participate in the consultations.
! The Not for Profit Sector including
o Representatives from not for profit organisations that employ staff,
including representatives from the 30,000 not for profit organisations
that employ under 20 staff (defined as ‘small’) and the 5000 not for
profit organisations that employ over 20 staff (defined as ‘large’)2.
1 A copy of The Alchemy Project Literature Review can be obtained by contacting FAR
Social Enterprise.
2 There are 35,000 not for profit organisations in Australia, approximately 30,000 of
which have less than 20 employees (source: ACCORD, The Nonprofit Sector in Australia: A Fact Sheet and SEEEN and Perpetual Foundation, Contrary and Congruent Views
of Leadership and Management in the Australian Social Economy) – see The Alchemy
Project Literature Review for additional information.
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o
o
o
Representatives of not for profit organisations identified by the
Steering Committee or funding body as having existing leadership
development opportunities that contribute to the sustainability of the
organisation.
People at the beginning of their career in the not for profit sector
including young people (people under 25 years) and people
transitioning from another sector into the not for profit sector.
People in senior management positions in the not for profit sector
including CEO’s who have been promoted through the not for profit
ranks and those that have transitioned from another sector.
!
‘Observers’ of the sector - Individuals from organisations who through their
position come into contact with a number of not for profit organisations and
could comment broadly on their observations of leadership opportunities
within the sector.
!
Corporate senior managers that have implemented successful leadership
opportunities within their organisation.
All target groups were represented in the consultations. These consultations
were held in August 2008 and were a mixture of:
! One-on-one interviews of one hours duration
! Two Intimate Dialogues, of two to three hours duration (one in Sydney and
one in Melbourne), targeting young, successful leaders from the not for
profit sector
! Two open forums of three hours duration, targeting young people in the
sector; those who have transitioned into the sector in the last five years;
and those working in the sector with an interest in leadership.
Once individuals had confirmed their participation in the consultations, they
were provided with a copy of The Alchemy Project Literature Review in order to
provide them a context for the research.
Additional details on consultation methodology can be found in the Appendices of
this report.
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4.2
Consultation Participants
The table below outlines the number of people who took part in the Alchemy
consultations:
Not for Profit
Participated in
consultations
353
individuals
who are
engaged
in a NFP
organisation
RSVP but did not attend
Sent Literature Review
only (interested in
project but could not
attend consultations)
Total
29
different NFP
organisations
Corporate
Govt
5
2
12
3
5
2
4
52
10
6
Not
specified
Total
42
2
17
11
2
70
3 This is the total number of individual not for profit participants. The total number of
not for profit organisations represented was 29 as some organisations had multiple
representatives in the consultations.
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!
Size of 29 participating NFP organisations
The chart below represents the percentage of individuals that participated and
were from ‘large’ and ‘small’ not for profit organisations. There were 17 ‘large’ and
12 ‘small’ not for profit organisations.
Size of NFP organisation representation
41%
Large
Small
59%
!
Consultation Forum Attended (OF-23, ID-10, I-9)
The chart below shows the methods of consultation and percentage of
participants that engaged in those types of consultations. In total, 23 people
participated in the Open Forums, 10 people in the Intimate Dialogues and 9
people attended interviews.
Participant involvement in consultations
21%
Open Forum
Intimate Dialogue
Interviews
55%
24%
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Gender Breakdown (F: 24 and M: 18 T: 42)
!
Twenty-four females and eighteen males took part in the consultations.
Gender Breakdown
43%
Male
Femaie
57%
!
Age Breakdown (Under 25 years: 7, 26-35 years: 15, 36 years and
above: 20)
The chart below highlights the age breakdown of individuals who were involved in
the consultations.
Age breakdown of participants
17%
47%
Under 25 years
26-35 years
36 years and above
36%
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5.
FINDINGS
The findings of The Alchemy Project consultation are drawn directly from the
discussions that took place in the various consultation forums. They are the
opinions expressed by people working in (or in partnership with) the not for profit
sector. They are not necessarily the opinions of The Alchemy Project Team,
including the Steering Committee or FAR Social Enterprise.
As The Alchemy Project Literature Review, other current research and the
consultations confirm, the not for profit sector is experiencing a significant
period of change. It is also giving increasing attention to the workforce it needs
to deliver on its expanding array of challenges, including greater attention to
effective leadership and workforce development. Nevertheless, The Alchemy
Project consultations have shown that some of the characteristics of the not for
profit sector continue to limit the extent to which organisations and individuals
are focusing on staff or leadership development. These identified characteristics
provide the context for the leadership development findings that follow.
The consultation discussions identified the key characteristics of effective
leaders. This examination of what it means to be a ‘good leader’ helps inform
the analysis of leadership development that follows, including the leadership
development needs identified for the not for profit sector. These needs have
been analysed and are presented through the operating framework for many
organisations in the sector, namely boards, management and staff. The particular
leadership development challenges facing young people in the sector are then
discussed.
The consultations also identified the opportunities that currently exist to
successfully build the key elements of leadership development across the sector.
These opportunities – collaboration, mentoring and reflection – are further
developed in the priority action areas, strategies and recommendations section.
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5.1
Leadership Development – Issues and Needs
5.1.1 The Not for Profit Sector
Within the consultations, people were directed to think about the following types
of questions:
! What are the main challenges that the sector identifies?
! What is hindering an effective approach to finding, developing and
supporting future leaders?
A number of critical challenges were identified.
“
Some sector leaders, observers and representatives believe that the sector is
held back by the perspective that the sector’s role is just about ‘doing good’.
Some also link this motivation to the development of insular relationships within
the sector and an unwillingness to tackle inefficiencies. For example, concern
was expressed that the way positions are filled (and how people progress in the
sector) does not necessarily help the sector access individuals with the right set
of skills.
The not for profit sector needs to promote people based on talent and skills not just years of experience.
CEO, Large Not for Profit
People are so passionate about the sector and their cause but there is just so much duplication
and a lack of consolidation of services. The ego and the passion can prevent consolidation and
collaboration.
CEO, Small Not for Profit
We focus too much on softer outcomes and are less willing to tackle ineffective staff and
processes.
The view that benefit just comes from doing good is a real blocker and has meant that the
sector has become lazy in its development of leaders.
”
People just do not know when to move on – there are long standing and insular
relationships within teams that end up holding the organisation back.
Not for Profit Representatives, Open Forum
Many individuals also talk about being in survival mode and being driven by
12-month competitive funding cycles. Related to this is the view of some that
funding structures only provide for funding of direct service provision and
preclude the allocation of funds for capacity building programs. The upshot of
all this is that many report that funds and time are not available or not being
allocated to staff development.
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“
The sector has to focus firstly on securing funding, then on client service delivery
and only then is it able to focus on people development.
Not for Profit Representative
I really struggle to think of more than one or maybe two funders who were
prepared to fund capacity building and development initiatives.
CEO, Small Not for Profit
The Government is now starting to realise that 5% to 20% is needed for
administrative costs and some organisations are now including leadership
development in their administrative budgets.
Not for Profit Observer
”
Participants also talk about the effort required to meet funder-reporting
requirements that are onerous and/or lack consistency. Related to this is a lack
of outcome measures for tracking and reporting progress on capacity building
and service delivery initiatives.
“
A core issue is that for effective not for profit performance, an external agency
such as government should not be able to impose expectations that do not
necessarily fit with what the sector can deliver – defining social return through
evidence and outcomes is harder to do.
CEO, Small Not for Profit
Government funding measures numbers, outputs and outcomes and there are not
good measures for social engagement and building social capital. How do you
measure real capacity building and empowerment?
Not for Profit Observer
”
Many sector representatives commented on poor (or non-existent) human
resource practices which lead to unstructured work allocation, role duplication,
uncertain accountabilities and in some instances, staff burn-out and high
levels of staff turnover. One of the stated outcomes of this is that leadership
responsibilities are being randomly allocated to “the last person left standing”.
In some cases people report that this is how they were able to step up and
prove themselves, albeit without the support they really needed. However others
acknowledge that this approach to ’developing’ leaders is unsustainable.
A related human resource challenge that was discussed is the limited career
paths and opportunities for staff movement/progression in many (particularly
smaller) not for profits.
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“
”
The limited resources, small number of staff and lack of spaces to move to are a real
barrier for staff to progress in small organisations in the sector.
CEO, Small Not for Profit
Some state that this is being addressed in other ways through rationalisation
of the sector, however this outcome does not necessarily address the
career development gaps identified by people in the sector. This sector has
approximately 30,000 organisations with less than 20 staff and there will continue
to be significant restrictions to career paths in many of these organisations,
especially if this challenge is viewed from a single rather than cross-agency
perspective.
“
Small, efficient organisations need to be able to build capacity in different
ways – we need creative partnerships to build these dialogues.
Not for Profit Observer
”
When discussing the lack of funding and proper human resource practices,
some also point out the related impact of having no time to focus on learning
or reflection. They note that some organisations are so caught in survival
mode that they do not provide the space for reviewing how the organisation is
progressing, the lessons being learnt or the factors impacting on its operating
environment. Some also point out that this is a challenge across the sector:
“
What the sector really needs is a “professional institute” that would provide a place to
reflect, network and obtain peer feedback and support.
Not for Profit Representative
”
It is important to note that while the challenges outlined above are typically
seen as barriers to leadership development, in fact they can be reframed as
challenges that can be creatively overcome. More simply they are not excuses
for not taking action.
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5.1.2 A ‘Good Leader’
As the purpose of The Alchemy Project is to explore leadership issues, needs,
challenges and opportunities in the not for profit sector, the consultations looked
into people’s experience of a ‘good leader’ to begin a conversation into both
notions of leadership within the sector, as well as the mechanisms in place to
develop leadership.
Within the consultations, people were asked to reflect on questions such as:
! Are there a set of characteristics that define an effective leader?
! What words are used to describe how leaders operate, how they gain
respect and how they sustain themselves and others?
! From your experience, what is one piece of advice you would give
emerging leaders?
It is important to again note that leadership was explored in its broadest sense:
as both individuals in leadership roles, as well as all people displaying leadership
qualities or actions within their organisations.
When the characteristics of effective or ‘good’ leaders were explored, a key
attribute that emerged was that a leader is able to bring people with them.
People within leadership roles empower others by sharing responsibility and
letting go of control, encouraging participation and helping to unlock the potential
of those around them.
“
For example, people within the consultations said:
Leadership is about understanding how to engage individuals so they feel valued and empowered. A
smart leader knows that the best results will always be achieved through a team of committed people
who will come up with creative ideas which will always be better than those that you try to develop in
isolation.
Your vision is your anchor point, but a lot of your focus is engaging people to implement that vision. So
how you relate to others is very strategic. Inspire them, listen to them, appreciate them. Do unto others
as you would have them do to you.
Not for Profit Representatives
Leadership also includes the ability to listen and hear the perspectives of
others – those both internal and external to the organisation. Effective leaders
‘know what they don’t know’ and understand the value of hearing the voices of
others. They are able to step back, listen and observe. They recognise the value
in stopping from time to time and asking some key questions. This is to stop and
check that they have not lost sight of the big picture as well as to provide clarity
to their team to make sure that others are still with them on their journey:
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“
Before you take action, even if you think you understand, stop – make sure you have
consulted, and most importantly that you have listened.
Not for Profit Representative
”
Leadership is also about communicating effectively at many levels, including
networking and forming relationships across sectors:
“
Don’t lose sight of the fact that this is all and always about people and
relationships – so invest in them.
Young Leader, Large Not for Profit
People note that these relationships serve different purposes – the effective
leader understands the value of developing relationships with allies and
confidants4 – having groups of like-minded people to network with and be
challenged by:
“
Always remember your purpose. Pay a coach, find mentors, develop
confidants, believe you might be wrong and that you might be right.
”
Know the difference between a confidant and an ally and keep checking this
out.
Young Leaders, Not for Profits
In the consultations, participants also noted that effective leaders bring a deeper
sense of purpose, meaning and value to their work and it is this that often
sustains them during challenging times.
“
Their actions are grounded in a deep sense of identity and integrity:
Be authentic and follow your instinct/inner voice.
Not for Profit Sector Observer
4 In this context the definition of allies and confidants reflects the adaptive leadership
work of Harvard Professor Ronald Heifetz as outlined in Leadership on the Line (2002).
Allies are people who share many of your values or strategies and can be valuable
members of your coalitions but they operate across boundaries and have a range of
loyalties. Confidants have few conflicting loyalties and provide you with a place to be
completely open and honest – they also tell you what you may not want to hear.
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Leadership is SERVICE. Be clear about who you are and what you wish to contribute
to the world. In essence be true to yourself.
Know who you are and why you’re doing what you’re doing - this will sustain you in
your position and help keep you on track when your Board’s goals, your lack of time,
overwhelming workload etc start to deplete you.
Not for Profit Representatives
Integrity. Act with integrity in all that you do. Be true to your values,
your potential, your sense of purpose.
Never tell lies. Operate transparently, acknowledge errors made,
reward your people appropriately.
”
Be ethical in whatever you do in your leadership role, regardless of
whatever situation you are in.
Young Leaders, Not for Profits
Within the consultations, many people highlighted the importance of reflection in
developing as a leader. There was much discussion within the interviews and
sessions that leaders understand the value of reflection and create spaces
for regular reflection in the professional and personal aspects of their lives. This
includes learning from varied experiences and a deliberate focus on reflecting on
‘failure’ – the things that have not worked out as planned.
“
Give yourself time to continually question and reflect on why you are doing
what you are doing and then go for it!
Young Leader, Large Not for Profit
It’s not about getting it right all the time – you learn as much from
the mistakes as you do from the successes, so don’t be afraid to
make them! Trust yourself.
Not for Profit Representative
”
Related to this space for reflection, people highlighted a focus on the self, that
is, an understanding that looking after oneself is not just wise but an essential
part of maintaining purpose and vision. This includes a focus on ongoing selfdevelopment, leading by example and demonstrating real commitment to one’s
own leadership development:
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“
Take care of self – to inspire others into action – to lead an organisation.
Leadership of self, others, organisation – and in that order.
Ask for what you need to support your development – if it’s not available
at first, ask again.
Not for Profit Representatives
”
While the effective leader brings people with them and consults widely and often,
this does not mean that they are indecisive. In fact, people highlighted there are
times when leaders need to act decisively and be prepared to take some risks
and make difficult decisions. They have a strong sense of direction yet are
able to change direction when this is necessary.
“
Don’t be wedded to your own rightness.
Not for Profit Representative
”
Finally, some noted that effective leaders are not necessarily in formal
management roles and in fact, are able to effectively exercise their leadership
capabilities from various roles and levels in an organisation.
“
People in formal management positions aren’t necessarily leaders…a leader is
different to a CEO.
Not for Profit Observer
”
In summary, from these consultations, people reflected that effective leadership
within the not for profit sector is about:
! empowering others
! building relationships within organisations at all levels, and cross sector
! not always having the answer
! holding to purpose
! making time to critically reflect.
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5.1.3 Leadership Development – What Boards and Management Can
Do to Support Leadership Development in Organisations
The organisational context for leadership development starts with the governance
structure of an organisation. Therefore, within the consultations, people were
asked about their current issues and needs in relation to organisational structures
and leadership development.
During The Alchemy Project consultations, participants voiced concerns over
the role of not for profit sector boards5. It was an issue that arose regularly,
and these concerns relate to both the capability of boards and the structures of
governance that underpin their operation.
It is clear from the participants that the leadership capability of the board sets
the tone for the overall leadership capability of an organisation and boards which
have few characteristics of effective leaders are unlikely to drive highly effective
organisations.
“
Recognising, promoting and encouraging good leadership starts with the Board.
CEO, Large Not for Profit
”
Others commented that skills and expertise gaps in some not for profit boards
mean that some managers and staff do not receive the direction and/or support
they need from their board. For some organisations this results in a lack of
direction, for others it impacts negatively on the motivation levels of management
and staff, and for others it results in poor role clarity. The impact of these skills
gaps are exacerbated by unclear accountability structures and governance
responsibilities, and a lack of training for board members.
“
Boards have become less and less democratic. Accountability is key. My Board does
not clarify roles and structure. They need to be held accountable.
Young Leader, Intimate Dialogue
Boards don’t have accountability. Board members get elected on
specific skills but don’t necessarily have Board leadership skills.
Not for Profit Observer
5 In this capacity boards refers to governance mechanisms also known as Committees
of Management and Committees of Governance etc.
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Therefore, strong board direction and support for leadership development is
critical and some organisations comment on the interest, support and resources
that are provided by their boards for staff and leadership development programs.
“
The role of the Board is to provide resources, support, direction and skills capacity.
Open Forum Participant
We have real support from our Board members, they are involved in our programs
and are interested in our staff – they come and sit in on team meetings.
HR Manager, Large Not for Profit
”
This commitment from the board provides a strong sense of legitimacy for
leadership development activities to be implemented throughout an organisation.
More specifically, leadership development is more likely to occur in organisations
where the board and management have in place:
!
An organisational strategic plan (including a plan for skills and leadership
development) which is appropriately resourced and supported by ongoing
demonstrated Board and senior management commitment.
!
Human resource strategies and structures that promote clarity in
purpose, role and accountabilities. This includes clear role descriptions,
open recruitment practices and formal induction.
!
Formal performance development systems incorporating goal setting,
annual professional development plans and six monthly progress reviews
for all staff.
!
Management support and supervision and a culture that encourages
feedback, reflection and ongoing learning at all levels of the organisation.
Participants highlighted that these are not components that are negotiable
depending on the size and resourcing levels of a not for profit organisation.
Rather, they are core to the development of an organisation’s leadership
capabilities. Some larger not for profits (typically with access to greater
resources) have also been able to introduce additional elements to their
leadership development programs. These include more formal professional
development and training programs informed by staff surveys and other
consultative forums.
Similarly, through the project consultations it was highlighted that there are
other leadership development needs that the management of not for profits
can address for minimal cost. Two of the strongest themes emerging from the
consultations were the need to focus on reflection at the organisational and
personal level (this is explored more fully in 5.2.3) and a desire for mentoring at
varying levels (see 5.2.2).
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Management can encourage a culture of reflection by creating reflection
spaces for staff. This may be undertaken through forums such as regular staff
meetings, structured time for “self-reflection” and/or the establishment of peer
networks within or across organisations. They can also encourage staff to
reflect both internally (e.g. on their role and progress within an organisation) and
externally (e.g. on the relationships that they and their organisation have with
other agencies/sectors).
It was reported that the need or desire for mentoring is widespread in the sector.
This need is expressed in various ways and can include formal and informal
mentoring, within or cross-organisation mentoring and within or cross-sector
mentoring. An important message for organisations is that there is a strong
desire from staff to share ideas and obtain feedback and advice from a more
experienced individual, ideally outside of their formal management structure
to ensure a more honest process. This can be formally provided through
an organisational mentoring program but equally can be facilitated through
the establishment of networks that provide the space for informal mentoring
relationships to form.
Managers of not for profit organisations also need to consider how they can
best meet the strongly held need for staff to gain a diversity of experience
reported by those consulted. The opportunity to take on new responsibilities, gain
experience in different roles, on different projects, and in different organisations/
sectors, is seen as important ways of gaining diverse leadership experience. It
may also act as preparation for assuming more defined leadership positions.
Not for profit organisations that have limited capacity to provide this diversity of
experience can explore ways of partnering with other organisations to provide
opportunities for staff movement and exchange. They can also examine how
work within projects and roles is allocated and link this to the professional
development plans of staff.
These findings clearly highlight from participants a variety of issues and needs
and suggestions of how not for profit boards and management may provide an
appropriate framework to drive leadership development in an organisational
context.
In summary, to support leadership development boards and management may
provide:
!
!
!
!
!
!
!
Strong board direction and support for leadership development practices
and programs
An organisational strategic plan that sets an organisational direction and
priorities and a context for staff and leadership development initiatives
Proper human resource management strategies and structures
Formal and compulsory performance management processes
Management support and supervision that focuses on ongoing learning,
feedback and reflection
Opportunities for staff to obtain advice and feedback through formal and/or
informal mentoring
Opportunities for staff to gain diverse experience.
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These actions provide a strong framework for effective leadership development.
However it was also noted within The Alchemy Project forums that such actions
are likely to be ineffective without sector staff also taking personal responsibility for
their own development as leaders. This is developed further in the next section.
5.1.4 Leadership Development – What Role Staff Can Play in their Own
Leadership Development
The development of leadership capabilities does not start when an individual
assumes a position of authority in an organisation. Nor is it something that just
occurs at particular stages of one’s career. This was particularly highlighted
within the Intimate Dialogue consultations, where people aged under 30 years in
leadership positions discussed their progressive movement through the sector.
Participants highlighted there is a great deal of commonality in what individuals
require to develop as leaders regardless of the career stage they are in. The
picture that emerges when sector staff analyse the things they need to foster
their development is one that often complements what organisations need to do.
It also demonstrates again that many of the needs do not require a significant
financial investment from the organisation or the individual.
In detail, the picture developed from the consultations includes a number of
suggestions.
It was highlighted that staff need to gain diverse experience, ideally crosssector but at least cross-agency and in different roles. The rapidly changing
nature of cross-sector relationships (with both corporate and government) means
that individuals who have direct experience in different sectors can bring a range
of perspectives to their decision making and are well-equipped to bring these
‘different worlds’ together.
To effectively develop as leaders, staff need to have structured time for selfassessment and self-reflection. If it is not available within their organisation,
or some other professional context, it was suggested that an individual can
take responsibility for their development and create their own space and time
for reflection. This space to reflect provides the opportunity to set and assess
progress against goals; to think about achievements, learnings and failures; and
to plan future action.
Examples of reflection undertaken by people in the consultations were:
!
!
!
!
!
Undertaking personal leadership and other development programs
Having a network of people to share ideas and challenges with
Taking the time to step away and create some thinking space
Using a formal space and structure (reflection leave, feedback forums and
support and supervision) provided by their organisations
Maintaining a work-life balance so that they consciously created time for
self-reflection.
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Some highlight that individuals also need to be self-aware, understanding the
role their values play in their decision making and in how they form judgments.
Ideally they will develop a sense of purpose and be intrinsically motivated by the
value of the work they undertake.
“
If you are going to be a positional leader you need to be a personal leader first. This
is how you function as a person – your values, how you think and act and it needs
integrity. You need to demonstrate your personal capacity first and have balance.
Understand people’s values framework, morals and your sense of identity.
Not for Profit Observer
Always be true to who you really are – develop your own leadership style and
trust it against all odds.
Not for Profit Representative
“
The ability to develop and maintain effective relationships is seen as a core
attribute of effective leaders and building networks and connections provides
an ongoing opportunity to be challenged and stimulated by peers. It also
provides an opportunity to observe what others do and to learn from their actions.
Organisations may not provide the structure for such networks and individuals in
the sector talk about how they can establish these themselves:
I am part of a learning circles group – a support group where you share where you
are at and the challenges you are facing.
Networks are important - what you need is a sustainable model where self-directed
learning can take place.
”
”
I create networks of people – put them in my bag – previous significant managers
have been really important.
Young Leaders, Intimate Dialogue
Being an “accidental leader,” when having to step-up as needed, is common
when organisations are stretched for resources, and many individuals note they
have developed quickly as leaders by just getting in there and trying things out.
In essence they are learning by doing and/or learning by failing. Ideally this
will be in a supported environment with guidance, direction and a recognition that
mistakes will be made.
“
Some of the greatest learning is failure-based.
”
Not for Profit Observer
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Related to this is the need for staff to develop by stepping outside of the
comfort zone of their usual environment, thereby potentially gaining exposure to
new ideas.
“
You need to step outside of your boundaries, take yourself out of your comfort
zones and see what can be done differently.
You can learn as a leader in a range of ways and you need different options
that link together – not just university courses but experiential ones.
”
Not for Profit Observer
This can be in a workplace context by taking on new challenges in terms of
projects or roles or organisational responsibilities. It can also be outside of the
work environment through formal programs of development including leadership
programs. Participants of leadership programs typically talk of the value of such
programs as being able to help them to look at things differently and get other
perspectives by building awareness and the ability to reflect and reframe.
“
The real use of the leadership program was that you get to step outside and take
the time and have the space to think.
Young Leader, Large Not for Profit
”
Regardless of whether it is part of a formal structured program or a professional
relationship that develops in an informal manner, many individuals state they
need to be able to access formal and/or informal mentoring. They note that
an effective mentoring relationship provides encouragement, belief, support and
challenge. It can also provide a further reflection space and an opportunity to
test ideas. People talk openly of varied experiences with mentoring, including
recognition that there are no guarantees of a successful mentoring relationship
regardless of whether it is formally set up or develops informally. Participants who
spoke most positively of mentoring use words like connection, advice, support,
questioning, challenge and networking. They have been able to build trust and
the relationship continues because it has mutual benefits.
Finally, individuals will also ideally be benefiting from regular feedback, structured
performance management, supervision and coaching. In other words they will be
receiving comprehensive management support.
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5.1.5 Young People in the Sector and Leadership Development
The Alchemy Project Literature Review6 highlighted that organisations in all
sectors need to understand and respond to the motivations of younger workers.
This includes a desire for cultural connection, a collaborative and results-oriented
culture and ongoing learning. The review noted that traditional (strength and
authority based) models of not for profit sector leadership might not be of interest
to younger emerging leaders. In addition, research suggests the next generation
is looking for a different set of characteristics in leadership (collaborative,
participative, supported and balanced) and this is encouraging debate on the
appropriateness of existing leadership frameworks.
Young people were therefore a particular target group for The Alchemy Project
consultation and the opportunity to specifically hear their opinions was provided
in various consultation forums. What emerged from this research is young people
in the sector expressed very similar views to others about the primary challenges
facing the sector, and the issues and needs that have to be addressed to develop
future leaders. However the impact of these challenges and issues is often felt
harder by young people, in some instances because they have different (and
higher) expectations and in others because the need for proper management,
mentoring, training and direction-setting is greater in the early stages of one’s
career. Accordingly, the absence of these has more detrimental impact.
“
When a person shows they are capable of doing their job well they are given more
roles or responsibilities instead of being mentored to do new things – then you
have so much work that you cannot take time off to attend training.
”
Staff need to be looked after as well as clients – there are all these programs for
clients and none for staff.
There is not enough money to attend training – they just find funds for people to
enrol in leadership courses.
Young People, Open Forum
This issue was explored in more depth with a group of young sector leaders
who articulated the real challenge in stepping up and assuming leadership
responsibilities without having breadth of experience or clear direction and
support from their board / management.
6 FAR Social Enterprise, The Alchemy Project Literature Review, (June 2008) pp 4
and 11
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“
When I started working with formal organisations I was given a lot of responsibility very quickly
and that worked in two ways…it gave me confidence and then constant learning curves.
Young Leader, Intimate Dialogue
”
While the young sector leaders were highly motivated, pleased to be identified
as someone with real potential and willing to step up, they also acknowledge that
‘sink or swim’ was not a sustainable approach and simply led to burn-out.
“
I was suddenly put in the position of managing a big team…little support was provided
in management and how to manage the people as they transitioned…I was not always
supported in the basics and there were different expectations. I really struggled – trial
and error went on for a bit too long.
”
You are given responsibility and show that you can step up and take it on. Then it
becomes expected, give it to her, she’ll do it. Show capacity and you become the one
they rely on for one thing or lots of things…you burn out.
Young Leaders, Intimate Dialogue
Young people also discussed how dictatorial or strongly hierarchical approaches
to leadership demotivated and disempowered them and they did struggle to “get
their voices heard” in the structures of some workplaces.
“
People have ageist views…within senior management I am very young. It’s an interesting
place to sit…senior people with 20-30 years of experience and trying to transfer their way
of leadership that isn’t so respected. The younger people are not wanting the dictator
leadership…they want to develop their own style.
”
Emerging leaders don’t care about hierarchy and don’t need the title, it’s hindering and limiting
to be caught in the structures.
I feel my own leadership within myself is better than leadership in some organisations…
organisations don’t have capacity to support staff and are stuck in the past.
It’s very hard to question the people above you – there is no space in the organisation to bring
up issues.
Young Leaders, Intimate Dialogue
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Some noted their organisations and/or managers were not able to give them the
guidance they needed and so they simply sought this elsewhere. For example
by:
! establishing their own informal networks of support with peers from other
organisations
! obtaining an informal mentor or coach
! observing and learning from leaders in other spaces (e.g. volunteer work)
giving themselves a space to reflect outside of work.
“
There is not enough space in our organisation to reflect so I do it in personal
time. I feel like I need space for reflection both in a work space and outside.
You pick leadership skills from what you have seen other people do in the past.
”
Coaching early on in my not for profit career- I paid for it out of my own wallet
to get the professional supervision to deal with the ethics of what you deal with.
I had strong mentors both consciously and unconsciously…professionally set
up relationships…someone you get to know and you bounce ideas off each
other.
Young Leaders, Intimate Dialogue
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5.2
Leadership Development - Opportunities
Consultation participants repeatedly made reference to the opportunity the not for
profit sector has to foster leadership development through greater collaboration,
through formal and informal mentoring and through the process of reflection.
5.2.1 Collaboration
Partnerships and collaboration are widely seen to be important and beneficial
and the desire for collaboration is widespread in the not for profit sector. The
challenge (and opportunity) is working out what can be put in place to facilitate
collaboration within the sector and in relationships with government and
corporate sectors/agencies.
“
The evidence from the consultations, which is also supported by research7
undertaken whilst completing the Literature Review (June 2008) highlights there
is currently a strong sense of competition, not collaboration, within the not for
profit sector. It is reported that this is driven by competition for funding, fighting
for survival and a lack of clarity on what collaboration might look like.
The nature of funding is to compete to deliver the same services - what we need is a
collaborative model.
The not for profit sector is engaged with “helping” but it is not driven from
collaborative partnerships.
Open Forum Participants
There appears to be this big versus small battle with small/medium size
organisations losing funding as bigger organisations get favoured.
Not for Profit Sector Observer
However, there were some examples discussed of partnerships or networks
forming, such as on a regional basis and of consolidation through larger not
for profits taking over smaller agencies. There is also a desire for further
opportunities for connections and partnerships to be explored, which is potentially
being hindered by a lack of successful case studies and the fear of losing
organisational identity.
Similarly, there is a desire to work more collaboratively with the corporate sector
and to learn from this sector. Less clearly articulated is how this could, or should
happen.
7 SEEEN and Perpetual Foundation, Contrary and Congruent Views of Leadership and
Management in the Australian Social Economy (2007)
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“
Corporate management is seen as what we should be aiming for. Effective,
efficient and ethical community management is often about the same skills (as
corporate) – which is people skills.
Young Leader, Intimate Dialogue
”
While corporate partnerships are widely discussed, there are mixed views in
regards to the benefits of partnering/collaborating with this sector. Some highlight
key learning opportunities from the corporate sector, such as:
!
“
the value of investment in capacity building, including training and
development
The not for profit sector has plenty of dreams but not discipline. Corporate measures
its success…and impact. If the not for profit sector can learn anything from corporate
it is discipline and delivering.
Open Forum Participant
!
the value of structure and clear focus in roles and accountabilities
!
the value of consolidation, a focus on improvement and reducing
duplication
“
!
“
”
Corporate has a focus on reflection both internally and externally – needed to
survive and focus organisational direction – not for profits lack this.
CEO, Large Not for Profit
”
the diversity of available career paths that value management and
leadership skills as well as subject matter expertise.
Other people within the consultations, however, expressed real concern about
the broad application of corporate sector practices to the not for profit sector.
They note the danger in direct sector comparisons and describe imposing models
from one sector to another as simplistic and patronising.
The solutions (we need) are long term but the expectation is that you can get
short term fixes from the corporate sector.
Open Forum Participant
Corporates want completely different things than not for profits. You should not
compare yourself with corporates using the same measures.
Young Leader, Intimate Dialogue
”
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The nature of the relationship with the government sector is also changing with
some discussing the need for more collaboration with government and others
advocating strong lobbying and influencing of government.
“
The sector needs to push and government needs to accept that training
needs to be allocated and included in budgets.
Open Forum Participant
”
Funding is often the key issue that arises when discussing the relationship to
the government sector. There are many concerns expressed over government
funding processes (e.g. short-term funding cycles, onerous reporting
requirements, that funding for training and development will not be supported and
that they encourage competition and a silo approach rather than collaboration).
These concerns dominate discussions about the relationship to the government
sector and limit the extent to which many can consider what collaboration might
look like with the government sector.
A related issue to collaboration, and one that may provide some insights into how
it might be facilitated, is the wide-held recognition of the value of staff gaining
cross-sector experience, and that greater movement of staff across all sectors
would be beneficial.
“
Crossing over between sectors should be encouraged, embraced and offered…so
all worlds are coming together.
Open Forum Participant
”
Such a movement of staff between sectors was seen as something that would
build understanding, break down barriers and help demonstrate potential new
career paths.
“
We need to partner better with government – for example via a cross-sector
development scheme whereby staff start in the not for profit sector and rotate to the
government sector – to encourage movement into and out of the sectors.
”
HR Manager, Large Not for Profit
Gaining cross-sector experience is seen as an important aspect of effective
leadership development and the relationships that form as a result can also help
break down the perceived barriers between sectors. For example, individuals
who have transitioned from the corporate sector to the not for profit sector
highlight the similarities in the leadership and other skills required to operate
successfully in each sector. These sector leaders also note that a real barrier
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to cross-sector collaboration and staff movements is the focus on perceived
differences between the sectors and that one of the key learnings from their
transition is that the sectors are not as different as many people think.
“
We need to increase the level of exchange between corporate and not for profit to build
individual learning and break down perceived barriers. It should be seen as a positive to
want to go between corporate and not for profit. The skills gained from being a leader in the
not for profit sector should be acknowledged in corporates.
CEO, Small Not for Profit
At times I felt a real lack of respect of my capabilities from corporate partners who
would pass judgment on my capability because I was in the not for profit sector. In fact I
often had more corporate experience than them.
CEO, Small Not for Profit
The widespread recognition that collaboration within and across sectors
is needed presents an opportunity that is best tackled from a variety of
perspectives. The existence of programs that facilitate the movement of staff
across not for profit organisations as well as into and out of other sectors
would send a very strong message that collaboration can happen. It would also
contribute in a practical way to providing an opportunity for staff to gain quality
diverse experience – a key identified need in developing leadership capabilities.
5.2.2 Mentoring
Mentoring is widely discussed as an important component in developing as a
leader and there is a range of perspectives on what a mentoring relationship
could, or should look like.
“
Mentoring is what everyone says they want but this needs to be
examined further – what is it that people actually want – and is having a
mentor the best way of getting that?
Not for Profit Representative
”
When discussing the value of mentoring, people tend to highlight the opportunity
it provides to stop, reflect, share ideas and obtain feedback. For example, young
people in the sector discuss mentoring in the following context:
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“
Mentors that not only teach but challenge. Being able to talk to someone
about the challenges and have support.
An objective mentor or coach – if your mentor is internal it can potentially be
harder to be open – external to the sector could provide new perspectives.
”
Not just having a boss but a mentor.
Mentoring that links up and coming leaders with existing leaders.
The mentor and the individual need clear roles, responsibilities and structure
and mentoring outcomes need to be measurable.
Young People, Open Forum
Mentoring is seen as potentially beneficial at various levels and from various
sources, e.g. organisation to organisation (within and cross-sector), sector leader
to sector leader, within projects and within organisations (formal leader to new
employee, experienced person to person at beginning of career).
Participants reflected that their experience of mentoring takes place both
formally and informally. For example, some people talked about formal mentoring
opportunities, such as those that are arranged by their organisation and typically
include a structure for the relationship and some form of organisational support,
such as training and the allocation of time for meetings.
On the other hand, many people discussed their experience of informal
mentoring. Young leaders in the not for profit sector reflected that informal
mentoring can take place outside of organisational structures and is typically
maintained by the strength of the relationship.
“
Speaking to a friend that is a CEO provided me with support.
What helped most were mentors – key supporters that offered belief.
”
I had some disastrous experiences with conscious mentors… I’ve created networks
of people who fall into the mentor relationship…not structured but they are part of
the journey. Some might be surprised to know they are mentors.
Impartial coaching from another person – when their intervention has been about
personal and individual development as opposed to just organisational.
Young Leaders, Intimate Dialogue
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When discussing what leadership development might look like for the next
generation of leaders in the not for profit sector, various consultation participants
highlight the potentially valuable role that mentoring can play as part of a
structured program of development.
For example, Open Forum participants discussed a leadership development
program that would incorporate formalised mentoring at various career phases.
At the beginning of one’s career the focus of the mentoring could be projectbased, supporting a structured learning program that provided exposure to
different areas within a large not for profit organisation. It might then also
incorporate formally ‘shadowing’ a leader within a smaller not for profit to
compare and contrast the two organisations and approaches. As one’s career
progressed, the formal mentoring would continue as a way of extending networks
and facilitating ongoing reflection. Then once someone had extensive experience
in being mentored, they could take on responsibility for mentoring someone
themselves, thereby helping to sustainably build a mentoring culture within the
sector.
Two sector CEO’s also identified the opportunity for a program that brings
together a group of experienced individuals, providing them with cross-sector
executive experience over two years within a formal structure incorporating
inductions, mentoring and six monthly performance reviews. The mentoring
component would be drawn from a partnership with the corporate sector ‘taking
the best of their thinking’ and applying this back in the not for profit sector. Such
a program would expose emerging sector leaders to areas and experiences that
their current organisations cannot provide.
“
This program is a means of identifying, examining and critically testing leaders
in the sector. When individuals show the passion to want to develop as a
leader this can show them the pathway – it would allow individuals to gain an
understanding of the pathways for growth.
CEO, Small Not for Profit
”
5.2.3 Reflection
The importance of having the time, space and capacity for reflection was
repeatedly highlighted in the consultations. The term reflection was articulated
in different ways and meant slightly different things to different people. Primarily,
people talk about wanting a space away from busy work environments to think
about their experiences in a structured way, focusing on goals, achievements,
failures and learnings.
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“
You need the time and space to reflect – failures are overlooked and buried – need to
learn more from individual and organisational failures.
CEO’s cannot reflect to their Boards…they need space to think out loud – to meet once a
month and talk through issues.
Not for Profit Sector Observer
What helped my development was a reflection process when I was in a space which
allowed me to try things out. I realised my abilities and what I can do.
I was hindered by the lack of space to reflect – on the role of the organisation, what to
work towards and internal and external factors.
Young Leaders, Intimate Dialogue
”
In general, reflection was described as a process that may also include (or be
linked to):
! gaining self awareness (of what you don’t know and your strengths and
weaknesses)
! networking (including peer discussions such as learning circles)
! receiving support and feedback (including regular support and supervision)
! mentoring and coaching.
Reflection was primarily discussed as something that could be undertaken by an
individual. However consultation participants also noted the individual process
would ideally be supported by an organisation encouraging a reflection culture
and providing:
! a clear intention or purpose for the reflection
! structured time for self reflection to occur
! a framework for goal setting and feedback.
“
Organisations need to take people out of the busy-ness and give them
experiences to develop their emotional and spiritual intelligence - and
opportunities to reflect.
”
Having reflection time off site can help people see the connections
between initiatives.
Not for Profit Sector Observer
As was the case with mentoring, when discussing what leadership development
could look like for the next generation of sector leaders, various consultation
participants highlight the important role that reflection can play as part of a
development program.
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Young sector leaders identified the potential value of bringing together people
from across sectors to share experiences with a shared purpose in a formal,
ongoing reflection space. The group would receive training to help build a
coaching culture as well as support from their own organisations to report
back on how they dealt with particular situations. However, importantly, the
participating individuals would drive the group learning, not necessarily the
organisations.
“
It would be about gaining personal insight through asking powerful
questions as opposed to structured mentoring.
A sustainable model where self-directed learning could take place.
”
Empowering the group to find their own needs.
Underpinned by a philosophy that it is okay to fail – celebrate and learn.
Young Leaders, Intimate Dialogue
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6.
PRIORITY AREAS AND RECOMMENDATIONS
In this section the five priority areas for action for boards, management and staff
are identified and potential strategies explored for each priority area.
Once again, strategies are drawn directly from the insights provided by the
Literature Review, and during the consultations; including individuals opinions
and ideas on the question, “What does leadership development look like for the
next generation of leaders?” In developing these strategies, priority has been
given to actions that will have high impact for relatively low cost. In order to
build on initiatives already in place, case studies that demonstrate how these
leadership development priority areas are being addressed by not for profit
organisations are also included. 8 Where appropriate, the strategies are a ‘call to
action’ to boards, management and individuals to adapt or change their actions
to further foster leadership development in the sector. It is acknowledged that the
strategies may not apply to all organisations and individuals and that they can be
adapted to suit organisational/individual need.
The recommendations for each priority area are also a potential ‘call to action’
for the not for profit sector per se, including its partners, to undertake further
collaborative work to help address the sector’s leadership development needs.
FAR Social Enterprise is committed to supporting the findings of The Alchemy
Project. Specific areas that FAR Social Enterprise could potentially support are
listed in the recommendations section. FAR envisage working collaboratively
with interested parties to devise one strength based project / intervention for
leadership development in the not for profit sector.
A note on the recommendations about management practices and competencies
It was evident throughout the consultations and whilst undertaking research (including the
Literature Review) that there is a strong cross over between management and leadership.
Although this study and therefore the priority areas and strategies are focusing on leadership,
it is recognised that positional leadership also requires essential management skills and
competencies. It is also acknowledged and recognised that leaders who are going to
be managers require a range of practical skills and a good knowledge of areas such as
organisational theory, governance and the legislative context.
8 The Alchemy Project Team appreciates the organisations and individuals providing
these case studies who have agreed to be identified in this report. Further information
including contact details for the organisations/individuals can be obtained by contacting
FAR Social Enterprise.
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6.1
PRIORITY AREA ONE: Leadership Role and Capability at
Board and Management Level
Although the Alchemy Project did not focus specifically on boards in the
consultations, the participants identified that the support and actions of boards
are an important part of supporting leadership development.
6.1.1 Board Strategy – boards providing strong leadership direction
and support around leadership development through practical
understanding, skills and experience
It was highlighted that the commitment of not for profit boards to leadership
development can be demonstrated in a number of ways. One example is by
the board having appropriate skills and capabilities, including an underlying
understanding of human resource management. Another support mechanism
boards may offer is by having access to expertise in leadership development,
either via specific board members or pro-bono support.
Board members may also review their membership specifically looking at skills
and experience in relationship to leadership development. By doing so, board
members may acknowledge areas they need to develop, and can also hold each
other accountable in setting the tone in maintaining and obtaining relevant skills
and expertise. This may be particularly powerful when developed in line with
individual and organisational leadership development opportunities and needs for
an organisation.
6.1.2 Management Strategy – a strategic plan for the organisation with
an internal as well as external focus and a corresponding budget line
Management of not for profit organisations can develop a strategic plan,
endorsed by the board, which includes an internal focus, with specific human
resource strategies, including leadership development and skill based
competencies. It acknowledged that many organisations have strategic plans in
place, either already covering such issues, or in some cases may benefit from
a specific refocus in this area. For example, by having a budget and resource
allocation associated with the specific leadership development strategies, an
organisation optimises on being able to deliver, plan and grow their commitment
to leadership activities for boards, management, staff and if relevant, volunteers.
6.1.3 Recommendations: Leadership role and capability at board level
As the Alchemy Project did not explore board leadership capability in detail, the
following recommendation is based on the potential need for further exploration
of more detailed and specific recommendations.
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The existing research highlighting the role and capability of boards and their
governance structures in supporting leadership development could be collated,
analysed and discussed in order for the sector to determine whether further
research into the extent of board leadership capability is required.
6.2
PRIORITY AREA TWO: Human Resource Development
It is recognised that core to the effective development of an organisation’s
leadership capabilities is the existence of a comprehensive approach to
human resource development. This is not just about day-to-day human
resource practice, it also includes an approach to competency development
and leadership development that is informed by the strategic direction of the
organisation and supported and enabled by the board.
6.2.1 Management Strategy - Ensuring comprehensive human resource
development strategies and structures are in place
Not for profit management is responsible for the development and
implementation of strategies and structures for human resource development
as specified and endorsed by the board in the strategic plan. Such systems,
policies and procedures are there to provide clarity in roles and accountabilities.
They ideally include processes for structured management support and
supervision to be delivered at all levels of the organisation. Within the model, the
board is responsible for providing this support to senior management and the
management is responsible for other staff. The strategies and structures can be
further reinforced through appropriate training and staff inductions.
CASE STUDY9
Oxfam: The transformation of their human resource management
practices
The primary goal for staff learning and development at Oxfam Australia is to
support the achievements of the agencies strategic change goals through
enabling individuals and teams to better carry out their present and likely future
responsibilities. To do this the Learning and Development program works with
and through people to build strong supportive relationships based on mutual trust
and respect, facilitate strong performance management and mutual accountability
and learn from our monitoring and evaluation of our programs and initiatives.
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9 Case studies are written by the participating organisations and individuals.
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One of Oxfam Australia key priorities is to build management and leadership
capabilities across the organisation. To do so we have been working with
managers to adopt sound Human Resources practices through providing them
with comprehensive learning pathways including, a new managers induction
program, five day training program for supervisors, coaching, mentoring,
learning forums and resource development. Managers are provided with clear
expectations of their roles and are performance managed and developed against
these.
As noted by an Oxfam Australia employee:
“I had no idea how BIG supervision is, before it was an add on, now I realise
how integral it is to the performance of my team and most importantly the
health and well-being of myself and those I work with.”
6.2.2 Management Strategy - Implementing formal performance
development and evaluation systems
If not already in place, management can also implement formal performance
development and evaluation systems. As is recognised, these systems provide
an organisation with a culture that encourages feedback, reflection and ongoing
learning. Performance development and evaluation systems ideally also include
goal setting, personal development and core skill development plans for all
management and staff. This is usually undertaken through a process of regular
progress reviews. Core skills may include developing an understanding of
accounting, finance-budgeting, fundraising, planning, understanding legalities/
compliance issues, communication and inter-personal skills. Additionally, staff are
encouraged to take responsibility for their own learning.
CASE STUDY
The Shalom Institute and Social Ventures Australia: Providing
skill development and leadership development for not for profit
organisations
The Shalom Institute is a Jewish Adult Education service who is working in
partnership with Social Ventures Australia (SVA) to deliver a Professional
Development Series aimed at young Jewish adults, working or volunteering in
Jewish not profit organisations.
The concept and framework of the Professional Development Series, came
about from staff at the Shalom Institute recognising that there were many small
not for profit organisations in their network, which were finding it challenging to
provide staff with professional development opportunities and opportunities for
organisational growth and development due to the size of the organisation.
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The Professional Development series is a new initiative, which consists of 5
one-day interactive workshops (over a 5 month period) and aims to improve
young Jewish adults’ professional skills and learn how to grow or optimise their
organisation. It is also seen as an opportunity to give something back to staff.
The five workshop topics are:
1. Leadership & Personal Mastery
2. Strategy and Planning
3. Organisation Building & Growth
4. Financial Management
5. Skilled volunteers and board development
The workshops are primarily focused on developing “organisational” skills, with
the inclusion of a personal development workshop, as it was acknowledged
that having self-awareness (including knowing your strengths) also benefits an
organisation indirectly.
The content of the series was devised in partnership with SVA, informal
conversations with young adults and CEO’s affiliated with the not for profit sector
and a 1 page market research questionnaire being distributed to individuals in the
Shalom Institute Network.
The Professional Development Series aims to:
• Give something back to staff
• Create opportunities for individuals to gain professional development and
• Foster growth of not for profits through skill, knowledge and development
acquisition
CASE STUDY
Oxfam: Providing leadership development within an organisation
As part of their commitment to personal leadership development Oxfam Australia
provides a twenty week coaching program focusing on personal and interpersonal leadership for staff within the first twelve months of employment.
Feedback directly from staff includes:
“I think the program has given many people the tools with which to stop, think
and make a difference in their circumstances, which is far better than the past
system of get frustrated, complain and not move forward.”
“I think this course came at a great time for me. It has helped me to face the
challenges in my professional role with greater tact and confidence, and to
recognize the value of deliberate choices I have made in my personal life as
well.”
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6.2.3 Recommendations: Human Resource Development
It is recommended that:
1. Further investigations be undertaken to scope the financial cost of
establishing a comprehensive human resource development framework
in not for profit organisations, which encompasses a variety of leadership
development competencies.
2. To inform this work in the sector, a comprehensive case study illustrating
the process and learnings and costs could be developed on the work
Oxfam Australia has undertaken to transform their approach to human
resource management and leadership development over the past three
years.
3. A cross sector leadership development program with a focus on skill
building for emerging leaders could be investigated based on the Shalom
Institute and SVA partnership for wider participation from the sector.
6.3
PRIORITY AREA THREE: Self-Awareness
An ongoing commitment to building self-awareness is an essential part of
developing leadership capabilities for individuals at all levels of an organisation.
Developing self-awareness is about undertaking activities – such as reflection,
mentoring, active listening and stepping out of one’s comfort zone – that help
an individual to develop an understanding of their values; their decision-making
processes; and their sense own of purpose. Further, it is also often about
developing a sense of purpose in their work: an underlying driver that will help to
sustain them and ‘anchor’ their own leadership work.
6.3.1 Board and Management Strategy – Promoting a culture of
learning
Not for profit boards and management can promote a ‘culture of learning’ in
their organisation. By doing so, such organisations not only demonstrate their
commitment to learning, but also often recognise the powerful message it sends
when all levels of staff are seen to be developing in a learning environment.
One example of a learning culture is one that encourages regular staff reflection
and supports this with clear purpose and processes. This will typically be linked
to human resource practices including performance evaluation. The processes
for reflection are likely to be most effective if they include reflection on both
achievements and failures, and if the reflection practice occurs as both part of
the day to day work environment as well as encouraging reflection outside of the
work environment.
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CASE STUDY
Inspire Foundation: Reflection Leave
Staff have the opportunity to take up to 5 days leave annually in order to
personally and/or professionally reflect. This formalised leave is in addition to
staff annual leave entitlements.
Reflection leave is part of Inspire’s values around investment in people on an
ongoing basis. The organisation believes that reflection leave encourages “openhearted” leadership throughout the staff team, regardless of position. Such an
approach enables Inspire to work more effectively together. It also provides each
person an opportunity to reflect on where they are at and to stretch themselves
at a steady pace in order to encourage gradual personal and/or professional
change.
Fundamental to this principle is the notion that a focus on personal reflection
invariably leads to professional development.
In terms of organisational investment, Inspire measures this as:
• Time of appropriate staff member in a leadership position to meet and
debrief with members of staff
• Up to 5 days pay for each staff member
• Organisation time for staff feedback session
A comment by staff member regarding reflection leave includes:
“Inspire is the number one leader in the field in investing in staff and
culture. I believe the output and quality of social projects run by all
charities in Australia could be improved by the adoption of a staff
development program similar to Inspire. Specifically, a culture that
encourages staff to reflect on their own mental and physical health and
put this first.”
CASE STUDY
NEAMI: Leadership and Development Pilot Program (2008)
Neami has recently completed a Leadership and Development Pilot Program
(2008) to promote self awareness, reflection, and learning in senior
organisational staff. This project has utilised Emotional Intelligence as the
foundational base for the program, encouraging staff to consider their capacity
to effective manage themselves as a means to better managing others. We also
incorporated some technical skills into the latter part of the program to assist
managers in key areas of identified deficit
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This program has been developed via a close collaboration with the Northern
Melbourne Institute of Tafe (NMIT) and is accredited against the Advanced
Diploma of Frontline Management. A range of creative learning platforms
were used in the program, including traditional workshops, online tutorials, the
development of ‘communities of practice’ in local geographic areas and self
paced modules.
Key modules in the program include: Emotional Intelligence; Creative Problem
solving, Creating A Learning Environment, Control and Influence, Managing
Change and Development, and Managing Conflict. Technical areas included:
Finance Management, Project Management, Human Resource Management,
and Legal and Ethical Issues.
The program also involved participants engaging a voluntarily chosen mentor
to assist them in their discovery journey and build links between the Leadership
Development Program (LDP) and their daily practice. Participants also kept a
LDP Journal for the duration of the program to encourage reflection and revision
of current approaches and methods.
Participant evaluations of the project suggest it has provided opportunities for
staff to effectively reflect on their practice, embed Neami culture and values,
develop relationships across the organisation and learn practical new skills and
knowledge which will directly assist them in their management roles. Roles for
which many staff have had no previous training or expertise.
6.3.2 Individual Strategy - Undertaking self assessment and reflection
Some organisations do not provide formal structures for reflection and individuals
therefore need to create their own spaces to ‘take time out’ and think about their
goals, progress and learning development. Such a process may be undertaken
in formal or informal ways, and may include elements such as peer networks,
structured supervision or an individual reading program.
Reflection is a process that can be taught and learnt. It is a critical process of
learning characterised by openness, insight, detachment and it is future looking.
Reflection can help an individual really understand what is happening for them in
a situation and what they can learn from this.
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CASE STUDY
CEO Forum
Roger West from WestWood Spice, human service consultants, convenes two
forums for CEOs of not for profit NGOs. Each group comprises 14 members and
they meet for 4 hours every two months, beginning with informal discussions over
a light breakfast. The groups are opportunities for structured discussion, dialogue
and information exchange. The idea is not to be a lobby or pressure group,
but rather to discuss, in an open and “safe” environment, common issues and
challenges faced by leaders of community sector organisations, to share ideas
and solutions that some may have tried (or at least thought of) and to exchange
information and intelligence from the field. They operate in environment of
confidentiality. One of the great strengths of the groups has been the willingness
of members to be open and frank about issues and challenges, and this only
happens when trust has developed over time.
6.3.3 Individual Strategy - Stepping out of the comfort zone
Self-awareness is typically accelerated when individuals are prepared to seek out
and take on new opportunities. This may include practising what it is like to take
risks and stepping into a ‘learning zone’. Such an experience may be in a work
environment, for example by taking on new roles or short-term secondments
and/or projects. It can also be undertaken outside the work environment through
experiential programs of learning such as leadership or personal development
programs. This experience can be enhanced if complimented by mentoring.
CASE STUDY
An individual’s experience of an Adaptive Leadership Program
My participation in the Q&A Adaptive Leadership Program provided a valuable
opportunity for me to understand how I could personally effect change in my
community. Q&A operated largely by forcing participants out of their comfort
zones. This included acknowledging that many of our habits as community
workers – focussing on understaffed administration and under funded budgets,
blaming fellow committee members for non-compliance with our visions, or
targeting outside forces such as political parties which conflict with our views – as
avoiding the deeper, and more difficult, work of creating lasting cultural change
within our organisations. On a personal level, Q&A forced me through the painful
process of examining the hurt I carried within me as a victim of homophobia, and
how that affected my ongoing work within the GLBTQI community. By receiving
permission to model my pain instead of denying it, and speaking from the heart
publicly about my experiences, I discovered the value of deep empathy from my
audience in inspiring the change needed to make my community safe.
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6.3.4 Individual Strategy - Identifying formal or informal mentors
For many individuals the role of a mentor is critical to building self-awareness.
In this context, the mentoring relationship is maintained by the strength of
the relationship rather than formal structure or a particular focus on skills
development in an organisation. The role of the mentor is to challenge, support,
pose questions and potentially act as a role model.
CASE STUDY
An individual’s experience of mentoring
As a new executive, I tried to do everything and be everything to everybody.
I quickly lost control, motivation, and direction. A colleague recognised my
predicament and offered to help. This person became my coach and mentor – a
person I trust implicitly. My coach helped me to re-take control, firstly by helping
me to recognise what drove me at a deep, emotional level, and hence what was
important and what was not. He listens, guides, challenges, questions, and keeps
me focused. Being coached has taught me how to interact with others and I
now ‘coach’ my staff, rather than simply ‘manage’ them, with astounding positive
results. I have become a trusted and respected leader and my staff have become
a focused, motivated, and independent team of professionals. I don’t believe I
could have developed as a leader simply by doing a course or reading a book. I
believe that to be a good leader requires you to be a good coach, and becoming
a good coach comes from being well coached yourself.
Philip Petrie (M.Ed.Stud., BN, RN)
Executive Director, Bankstown Handicapped Children’s Centre Association
(BHCCA)
6.3.5 Organisational Strategy - Focusing on communication and active
listening
Taking time to step back, actively listen and truly hear the perspectives of others
is a process that builds self-awareness. It is also a key characteristic of effective
leaders. Active listening includes hearing internal and external perspectives;
being aware of the assumptions and judgments that one brings to the listening
process; and leading discussions with questions not answers.
6.3.6 Recommendations: Self-Awareness
It is recommended that:
1. A forum could be established to provide a space of action learning and
reflection for a group(s) of emerging sector leaders. Such a forum would
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facilitate reflection, networking and peer feedback. This initiative could be
adapted from the model used by the existing CEO Forums and “Community
Sector Leaders Forum” convened by WestWood Spice in NSW.
2. An experiential cross-sector program could be designed and delivered
collaboratively based on the Sydney Leadership and Q&A Adaptive
Leadership Program for emerging leaders.
3. The process of reflection exercise used in the Q&A Adaptive Leadership
Program could be adapted, formally documented and disseminated to build
reflection capabilities and resources in the not for profit sector.
6.4
PRIORITY AREA FOUR: Diverse Experience
This priority area is about developing leadership capabilities by taking on new
responsibilities, be it in differing roles, projects, organisations and/or sectors. It is
about experiencing a variety of work environments, thereby better equipping an
individual to bring a range of perspectives and experiences to strengthen their
own leadership capabilities. For organisations, it may be about the development
of mechanisms for staff to gain diverse, quality experience (including within and
across organisations and sectors, where possible).
This priority area can also potentially demonstrate collaboration in action: a
way to collaborate in order to increase understanding, break down barriers and
establish new career pathways.
6.4.1 Board and Management Strategy – Provision of opportunities for
staff to gain diverse experience
Those boards and management which actively develop creative approaches
to providing staff with diverse experience often feel the benefit of such action.
This approach not only helps to develop an individual staff member’s skills
and competencies, but also has a flow on effect to the organisation. Such an
approach could include opportunities for staff to work on different roles and
projects within an organisation. It could also incorporate internships, staff
rotation, or secondment programs that provide cross-agency or even crosssector placements. This type of program is potentially very relevant for smaller
not for profit organisations who may be less able to provide staff with experience
in varied roles and projects.
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6.4.2 Strategy - Building an understanding of different organisations
and sectors
Individuals working in the sector may obtain cross-sector and/or cross-agency
experience to build their understanding of how these different environments
operate. This is seen as particularly important in the early stages of an
individual’s career. Gaining this experience also requires a personal commitment
to a flexible career path, which can often lead to meaningful career planning.
CASE STUDY
The Benevolent Society’s Community Care Eastern Sydney (CCES)
and JewishCare: Professional Development Exchanges
The Benevolent Society’s Community Care Eastern Sydney (CCES) and
JewishCare services work together with a number of clients from time to time and
it is important that we coordinate our joint work to achieve the best outcome.
It is important that workers from both agencies have a clear understanding of:
• The roles and responsibilities of each agency
• The opportunities each agency offers to promote client independence,
access to services and service provision
• Interagency collaboration and its necessity for effective outcomes for all
clients
• The skill set, expertise and experience of each agency
• The approach used by each agency in providing best practise.
Professional development exchanges between the agencies enable workers to
participate and observe the work of colleagues in the hosting agency. It enables
the development of collaborative relationships and helps to build rapport between
those who are working towards the goal of excellent service provision for clients.
6.4.3 Recommendations: Diverse Experience
It is recommended that partners be identified to collaboratively develop options
for not for profit sector employee rotation programs. Examples include rotation
programs for emerging sector leaders and/or programs targeting specific groups
such as recent graduates. As a starting point, project partners could utilise
the work of FAR Social Enterprise in developing the framework for a potential
graduate employment program for the sector incorporating:
•
•
A cross sector two-year program of three placements of eight months
duration with each placement in a different organisation and/or sector
A program of formal leadership and management training, support for
post-graduate study in community management and formal mentoring
from a sector leader
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•
6.5
A range of participating organisations to be drawn from the not for profit
and corporate sectors, with the aim of including diverse not for profit
organisations, trusts/foundations and corporate organisations who have
a demonstrated a tangible commitment to sector partnerships and a
philanthropic/corporate social responsibility focus.
PRIORITY AREA FIVE: Building Relationships
Being able to develop and maintain effective relationships is a core leadership
capability. Building diverse networks and connections provides individuals
with the opportunity to form different types of relationships across agencies
and sectors. This experience is about sharing ideas, building knowledge and
obtaining feedback and advice. Networks exist formally and informally and may
be facilitated by the creation of structured networking forums and/or mentoring
relationships.
6.5.1 Organisation Strategy - Building connections through sector
networking
The size and diversity of the not for profit sector necessitates formal and informal
networks and forums. This is specifically to build collaboration, share resources,
strengthen impacts, explore partnership opportunities and help reduce sector
duplication. Such structures work most efficiently with a clear purpose and
can often form around varied shared interests including issues, workplace
specialisation, roles (e.g. Directors and CEO’s) and regions.
CASE STUDY
Macarthur Regional Peak: Jane McIvor, Director
Macarthur Community Forum is a regional peak body which aims to work
collaboratively cross sector to raise the profile of the not for profit sector and work
in partnership to develop mechanisms to strengthen the service systems through
formal and informal networking opportunities at local, regional, state and federal
level. The Forum’s position as a focal point enables connections to be made that
enables growth and development within organisations and across the various
sectors.
Interagencies and networks form an important base to enable this collaborative
approach to be effective. Macarthur Community Forum runs both geographically
based interagencies that incorporate diverse sectors and sector based networks.
The diverse networks provide important cross sector development but face
limitations in the outcomes that can be achieved. Sector based networks
that focus on common issues provide vital avenues to build collaboration,
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share resources, provide strong mechanisms for local input into planning and
development at all levels and encourages collaboration and a partnership
approach to service delivery. They also provide a strong collaborative voice to
support advocacy and lobbying.
The Managers Network is a current example of this approach. This network
addresses strategic issues across the Macarthur / Wingecarribee region through
collaboration, peer mentoring and support and a strong united voice.
MacUnity is another important network which is exploring how mainstream
opportunities can be harnessed to support and resource Aboriginal service
delivery across the region.
One of the challenges facing this model is ensuring there are adequate resources
allocated to services to enable them to effectively engage in the networks. Too
often individual and organisational participation and development is compromised
because of under resourcing. Funding sources need to recognise the importance
of this collaborative approach in strengthening service systems and in turn
strengthening individuals and organisations and allocate funding accordingly.
6.5.2 Board and Management Strategy - Creating opportunities for
structured mentoring
Boards and management can facilitate the development of organisational and
individual relationships by creating structured mentoring opportunities for their
organisations. This may be undertaken from a variety of perspectives. In this
context mentoring has a formal skills-sharing component, typically around a
project or the provision of advice to a targeted group or individual. This transfer
of knowledge from the mentor aims to build the capability of the ‘mentee’, as
well as promote shared understanding and collaboration. It can take place within
and across not for profit organisations and with other sectors. It is typically
accompanied by formal guidelines and structure and exists for a designated time
period.
CASE STUDY
Australia Business Arts Foundation (AbaF): adviceBank
Montsalvat and Michael Rowe of Run Property
AbaF KPMG adviceBank Award National Winner
Recent MBA graduate Michael Rowe wanted to get involved in community work
to keep him sharp and connected to the real world, but what he found took him
back in time to the artistic legacy of Justus Jorgensen, who in 1934 had founded
an artists’ community at Montsalvat on a hilltop in Eltham, now on the outskirts of
Melbourne.
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In 2007, following a year of turmoil during which Montsalvat faced off a takeover,
Montsalvat CEO Robyn Quigley was looking for a way to salvage and secure the
organisation’s reputation and future.
“Montsalvat had never really had a business plan before,” Ms Quigley said. “Or
rather it had a few, but they had never exerted influence on the direction the
organisation had taken. This time things had to be different. There had been
financial difficulties the previous year that had all but resulted in a hostile takeover
by a consortium of outside interests. Without a solid plan, and government
support, the future was hazy,”
Rowe quickly grasped the essential fact about Montsalvat – that it had to become
more businesslike without losing its artistic soul. The aim was to create a living,
thriving artistic community, accessible to the public and aiming to educate and
promote cultural practice.
Together Rowe and Quigley developed a comprehensive business plan,
restructured the board, and most impressively secured a $150,000 Arts Victoria
grant that has enabled Montsalvat to hire key staff including a marketing manager
and cultural programs manager.
“This unique opportunity to develop a complete end-to-end plan in association
with the CEO of Montsalvat gave me exposure to a much wider range of
considerations than I would ever have encountered in a strictly business context,”
Rowe says.
Rowe continues to be involved with Montsalvat as chairman, and has secured
a senior position with RUN property, a public company – which he credits partly
to his experiences as a volunteer. “There is no doubt at all in my mind that the
depth of my experience at Montsalvat has added value to my career and was a
discussion point during interviews that led me to attaining my current position.”
Benefits for Michael Rowe
• Chance to apply MBA training and business skills
• Developed ‘complete end-to-end’ business plan
• Arts experience a recruitment point-of-difference
• Sustained CEO and board contact
• Government relations and arts experience
Benefits for Montsalvat
• New strategic business plan
• $150,000 Arts Victoria grant secured
• Board restructure
• Financial difficulties resolved
• Simplified organisational structure
• Growth plan for each area of Montsalvat operation
• New cultural programs manager and marketing manager
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6.5.3 Individual Strategy - Creating opportunities for informal
mentoring
Individuals may also wish to create their own opportunities to build varied
relationships through informal mentoring. Such relationships build self-awareness
and networks, and are often most effective with a clear purpose. They can
operate either within or across organisations but are often most useful when
providing an external perspective across organisational boundaries. They are
also often sustained by the mutual benefits in the relationship.
6.5.4 Recommendations: Building Relationships
It is recommended that:
1. The opportunities that are currently available for senior staff networking,
for example, CEO Forums and Director’s lunches be used to inform the
development of new opportunities for networking for individuals at various
stages of their career (and adapted to meet the needs of individuals at the
stage they are at). Organisations can support this participation by allocating
time and resources and incorporating it into staff development plans.
2. Disseminate the findings of The Alchemy Project and the findings from
AbaF adviceBank to help to provide robust learning opportunities for all
levels of the sector.
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6.6
Recommendations: Conclusion
It is clear from the Alchemy Project consultations and through the brief case
studies outlined in this report, that leadership development programs aimed at
emerging leaders can, and are, run collaboratively cross-sector and within the
not for profit sector. Further, many of the recommendations outlined above may
be implemented by organisations, by individuals or in combination.
Within this study, when consultation participants were asked to devise a
leadership development program, there was a great deal of consistency in
the program components identified. In addition, when particularly looking at
emerging sector leaders, participants outlined that ideally the program would be
available in the early stages of a person’s career and would also incorporate the
five Alchemy Project priority areas outlined above.
Participants suggested such a program might include:
! Individuals from across agencies or sectors coming together with a shared
purpose
! A space for critical reflection through action learning
! Self-directed learning
! A focus on personal development (not necessarily organisation specific)
! Professional supervision or coaching.
The Alchemy Project team and FAR Social Enterprise are keen to explore the
opportunity to work with interested parties. Organisations and individuals are
now invited to voice their interest to discuss potential design solutions and/or
initiatives to commence in 2009.
Please contact FAR Social Enterprise Project Officer, Jenni Iloski, at jenni@
farsocialenterprise.com if you know of any work already happening, that fits with
the findings of Alchemy or you are interested in collaborating and/or designing an
initiative/solution.
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APPENDICES
Appendix One - Methodology Logistics and Limitations
The Alchemy Project team acknowledge the limitations of the consultation
process. The project team discussed and actioned risk assessment strategies to
limit the impact of potential consultation risks. The following section outlines the
logistics and related limitations of the agreed consultation methodology.
! Dissemination of Forum Invitations
The Open Forums were advertised and invites were distributed through the
networks of the following groups in order to access a representative crosssection of the consultation target groups:
o The Alchemy Project Steering Committee
o FAR Social Enterprise
o The Alchemy Project funding body grantees
o Sydney Mechanics’ School of Arts (SMSA)
o The Benevolent Society Sydney Leadership Alumni
! Time constraints
In order to deliver on The Alchemy Project timelines, one month was allocated to
this first stage of consultation. This contributed to the gaps in representation from
corporate and government sectors. The Alchemy Project aimed to consult with
individuals in the corporate and government sectors to ensure a representative
perspective. However it became evident during the consultation period that
one month was insufficient to confirm interviews (especially in the government
sector). It was agreed that any major gaps identified from the first phase of
consultations would be noted, and if possible, addressed in the next phase of the
project.
! Consultation logistics
All consultations were Sydney based, except for one Intimate Dialogue, which
was held in Melbourne. All consultations were held in business hours and on
weekdays. Two Open Forums were held – one less than originally planned. This
was the only Open Forum scheduled for outside of business hours and this may
have impacted on participants’ availability to attend.
During the planning of the consultations, it was decided that the Open Forum
participants would be broken into smaller working groups. This was determined
by the category they most identified with, i.e. young person, individual who
had transitioned into the not for profit sector in the last five years, or individual
engaged in the not for profit sector with a general interest in leadership. The
numbers and the type of participants that attended the first Open Forum enabled
the groups to be split into these groups for parts of the Forum. However the
second Open Forum had slightly less people (and no young people), so the
group was therefore randomly split into two general groups.
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! Information for participants prior to consultations
All participants received the Alchemy Project Literature Review prior to the
consultation. Initially, individuals who had agreed to participate in one on one
interviews did not receive the questions prior to the meeting. However, after
conducting approximately four interviews, it became evident that providing
the participants with the questions prior to the interview would facilitate more
prepared and informed responses and this then occurred for the remaining
interviews.
! Qualitative data
The consultations were primarily discussion based and therefore the data
obtained is qualitative. The documented findings accurately reflect the range
of views expressed by consultation participants. The findings are not weighted
based on the number of people who expressed the views though there was
significant consistency in the themes that emerged across the consultations.
Some of the language and terms used by the participants had slightly different
meanings for each individual. Although the Alchemy Project team checked for
meaning where possible, when collating the data it was evident that some words
(e.g. mentoring and coaching) were used interchangeably and had various, albeit
similar, meanings to different people.
! Method of recording, obtaining and analysing data
The Alchemy Project team designed the questions for the consultations.
A discussion guide was developed with the aim of drawing out individual
perceptions and experience of leadership issues, needs, challenges and
opportunities within the not for profit sector.
The Alchemy Project and FAR Social Enterprise team members facilitated
the consultations and recorded the data. The method of recording data varied
according to the type of consultation i.e. Interview, Open Forum or Intimate
Dialogue. Some of the interviews were conducted by one person (both
interviewer and note taker), whereas other interviews had one person conducting
the interview and another person writing notes. In the larger forums, when
individuals were in smaller working groups, the facilitators of the groups took
notes from the discussions.
When analysing the data, all data was allocated codes depending on the
consultation method and then data was put into themes. Themes were measured
against the consultation framework in addition to themes and topics mentioned
consistently.
Alchemy is a FAR Social Enterprise Project