Jane Colthup, Chief Executive at Community First Yorkshire, shares her thoughts in the wake of our Ordinary Extraordinary Leaders conference on 22 May:
What a day our first leadership conference was on Wednesday. It was inspirational, and at times emotional, and to be under the same roof as so many leaders was a real privilege. There was a real buzz in the room, one of excitement to make ourselves and our organisations even better – after all, we were all gathered to learn how we can develop on our Ordinary Extraordinary Leadership journeys.
This was so much more than a conference – we had panel discussions, fireside chats and a Swap Shop plus some incredible speakers. Many of the questions posed by the delegates, I’m sure resonated with a lot of us, and while challenging at times, they gave us a lot to think about.
There was so much to capture and be inspired by. Here are my top thoughts and impressions of the day:
Aside from wishing I had an Aunt Flossie like SELFA’s Emma Pears had to inspire her with words such as ‘Rules were made to be broken’, I was blown away by the amount of talent, dedication and visionary people working in our sector.
The fireside chats with Richard Flinton, Chief Executive of North Yorkshire Council and Prof Stephen Eames CBE, Chief Executive of Humber and North Yorkshire Health and Care Partnership, I hope, showed a different side to them as leaders.
During our Breakthrough Moments panel discussion, we learned an important lesson from Paul McCay, Chief Executive of the Wilf Ward Trust that we should never underestimate where the power is – the PA is key! Wise words!
From Natasha Babar-Evans, Chief Executive of Better Connect, we heard that it’s alright to fail as long as you learn from it, pivot and change. It’s important that we all get out of our comfort zones as well, something that is often hard to do when we’re all so busy yet keeps our learning as leaders fresh and relevant.
Something that Valentina Hynes, founder of SVH Inc. CIC said (and you can look at her presentation here) that has really landed is, “To be a leader you must always reflect. Are you inspiring people? Are you allowing people time to breathe? Ask yourself the difficult questions.” How often are we honest enough with ourselves to do this?
The Founder Moments panel discussion revealed that we need to ‘chuck away Imposter Syndrome,’ we don’t need to ask permission and that sometimes the most extraordinary moments are when you fail – it’s what you learn from your failures that is the gold. Oh, and don’t forget that we should never buy pens, always steal them (thanks Jill Quinn, Dementia Forward – sound advice)!
I, for one, shed a few tears at the incredible presentation from Debbie North, Access the Dales and I know many of you were moved by her beautifully told story.
I know all of us appreciated the candour and honesty from Major General Zac Stenning as he talked about his role as a leader in shaping change within the Army. Although a totally different sector, there were many parallels in leadership that we can all relate to and learn from.
This was for me, a magical day and I want to reiterate my thanks to everyone – the speakers, panellists, marketplace stallholders, contributors and, most importantly, the guests who made the day so captivating.
Let’s keep the momentum going. If you were able to attend, do share your favourite moments with us either by email, on social media using the hashtag #OrdinaryExtraordinary or give us your feedback in our short post event evaluation form.
Why not visit our online VCSE leadership hub which will point you to leadership development activities that can support the path you choose?
As a speaker at our Ordinary Extraordinary Leaders Conference in May, Valentina Hynes – Founder and CEO of SVH Inc. CIC – provides her take on how generosity can be a bridge to understanding, connection, and mutual respect.
Generosity, to me, isn’t just a word tossed around in motivational speeches; it’s the essence of my journey, a consistent thread weaving through the fabric of my personal and professional life. It’s a testament to the belief that true growth and sustainable impact are nurtured through giving, support, and community empowerment. This narrative delves into how generosity shaped my path from a Nigerian African immigrant to a recognised leader in the UK, spotlighting my ventures like YOLO Dance and SVH Inc. CIC, against the backdrop of my vibrant Nigerian roots and the challenges and victories that have coloured my journey.
Living your values
The convergence of personal beliefs and professional drive is where my story unfolds, guided by a commitment to generosity. This principle didn’t just align with my actions at YOLO Dance or V14 Ventures; it was a lived experience, resonating through every facet of my life. Whether navigating the complexities of relocating to a Yorkshire town that’s starkly different in hue and heart to my Nigerian homeland, or fighting to secure my place within its community fabric, my ethos remained unwavering. Generosity wasn’t an act; it was a lifestyle, informing my leadership and infusing my ventures with a sense of purpose and belonging.
Building from challenges
My transition to the UK was a mosaic of trials, yet it underscored the potency of generosity. Facing barriers, from bureaucratic entanglements with the Home Office to embedding myself within a predominantly white, conservative community, I leaned into generosity. It became my bridge to understanding, connection, and mutual respect. This period illustrated that generosity transcends mere giving – it’s about building bridges, fostering understanding, and creating spaces where everyone feels valued and heard.
Generosity as a growth strategy
In the realm of leadership, generosity emerged as more than a virtue – it became a strategic pillar. It was through giving – be it time, expertise, or resources – that I expanded my network and influence. This facet of my journey highlights generosity as a catalyst for professional growth and organisational development. It’s about sharing not just for the sake of giving but as a means to empower, uplift, and inspire collective action towards common goals.
Fostering a nurturing environment
The essence of my leadership lies in creating spaces that nurture and empower. Through initiatives under SVH Inc. CIC, I championed environments where individuals could thrive, underscored by the belief that a nurtured community is the bedrock of sustainable growth. This approach not only bolstered the well-being of my team and community but also fostered a culture where innovation, resilience, and collaboration flourished.
Inspiring through action
The accolades and recognitions I’ve garnered – ranging from Business Woman of the Year to being listed among the WISE100 top female social entrepreneurs – reflect a journey marked by action, resilience, and most importantly generosity. These acknowledgements serve not just as personal milestones but as beacons that illuminate the impact of leading with a generous heart. They are a testament to the transformative power of integrating generosity into every leadership endeavour, catalysing change and inspiring others to do the same.
As I gear up to share my insights at the Community First Yorkshire Ordinary Extraordinary Leaders Conference, it’s clear that generosity has been my compass – guiding me through challenges, shaping my leadership, and driving my organisations toward impactful, community-centric goals. My narrative, rooted in the vibrant tapestry of my Nigerian heritage and my journey in the UK, underscores the profound belief that generosity is the cornerstone of true leadership and organisational success. Through generosity, we not only achieve our goals but also enrich the lives of those around us, weaving a legacy of impact and empathy that transcends boundaries and lasts generations.
If you’d like to hear more from Valentina, be sure to book your place at the Ordinary Extraordinary Leaders conference today. Bookings close at midday on 15 May – just over three weeks away.
Ahead of our Ordinary Extraordinary Leaders Conference in May, Victoria Russell – Project Manager at Community First Yorkshire – talks about her return to work in 2021, taking on her first ‘senior leader’ role, how she’s overcoming her feelings of being an ‘imposter’ and what she’s learned on her journey so far.
Cast your mind back to the Spring of 2021, when lockdowns were lifting, and we were slowly emerging into the new world that awaited us after the Covid pandemic. During this time, I was finding my way not only as a new mum, but also as a new ‘senior leader’. I was returning to the world of work to a new sector, new challenges and new responsibilities. Full transparency here – I wasn’t sure I was competent enough to take on any of those things.
Questioning whether I was experienced enough to be a ‘leader’
Even so, I threw myself into the excitement of my new role, with the added bonus of having a lunch break in relative peace and quiet. I was (and still am!) very lucky to have become the leader of a team of wonderful, kind and considerate people which, as I’m sure you will know, the VCSE sector is full of. But that didn’t stop me from questioning whether I was experienced enough to be a ‘leader’: someone that people look up to, seek guidance from and go to for answers to those tough questions and make the difficult calls.
Throwing myself into development opportunities
I decided the only way to overcome my feelings of being an ‘imposter’ was to throw myself into any development opportunities available. Fast forward a few months and I took part in a development course for senior leaders in the North of England, which gave me the chance to discuss these challenges with leaders from various sectors, gain new perspectives and hear from some of the top leaders in the country. I was also fortunate enough to benefit from one-to-one coaching from the Humber and North Yorkshire Health and Care Partnership.
Here are three things I’ve learnt on my journey so far:
- We are all winging it. The CEOs, the top executives, those that have started their own business. Even those that look like they have got it all ‘together’. We are all human and imperfect. I realised it was OK not to have all the answers immediately, to ask for time to consider a response and to get things wrong!
- The things that you think hold you back can be your strengths. Can I carry a tiny human, load the washing machine, eat a sandwich and make a phone call all at the same time? Yes, I can. Do I use all these skills at work? Not on a typical day. My point is, I thought becoming a mum would hold me back in the world of work, but actually, it’s enabled me to become incredibly efficient, a problem-solver who is always looking to do things smarter.
- We are stronger together. Through developing Community First Yorkshire’s wellbeing programme for leaders within the VCSE sector, I saw first-hand not only how taking time out in nature can help you refresh, reframe and refocus but also the value of being vulnerable, and both asking for and giving support to others. The support we need is out there – sometimes we just need to take a pause and grant ourselves the opportunities we need to grow.
We need to pause and grant ourselves opportunities to grow
This is exactly what our Ordinary Extraordinary Leaders conference will offer on 22 May – time to pause, reflect and learn from others. I was looking at what’s planned the other day (as I was juggling the tiny human while eating my dinner, funnily enough!) and with the theme of generosity, there’s going to be so much going on to challenge and inspire.
What am I most looking forward to? Most definitely chatting to JK McQuinn from Where the Mind Grows about leadership wellbeing, and hearing from a real leadership specialist in the form of Major General Zac Stenning OBE as he shares his wealth of experience.
It will be such a treat to be with other leaders willing to share their time, experience and honesty. My leadership journey is just starting, but its events like this that will really help me learn and grow into my leadership role.
Find out more about the Ordinary Extraordinary Leaders conference on 22 May and book your seat here.
Ahead of speaking at our Ordinary Extraordinary Leaders Conference in May, Johanna Hooper – Leadership and Change Management Expert from Limitless Peak Performance – shares her views on what makes a good leader.
Think of a leader you admire. What are their attributes? What do they look, speak, sound like? How do they make you feel?
When you thought of that leader, what image came to mind? Captain America? Churchill? Martin Luther King? Elon Musk? Your boss? Someone more local?
Now think about the image you have in your head – would you call them ordinary or extraordinary?
Do we put leadership on a pedestal?
Here’s the thing. I think we can be in danger of putting leadership on something of a pedestal and that can make it hard for us to feel like ‘good’ leaders, or recognise ‘good’ leaders around us.
Did you know, there’s a theory for this? Well, actually there’s a couple:
- Implicit Leadership Theory says we have preconceived ideas about what a leader is, does, looks like and who they are. And these preconceived ideas are shaped by our experiences and images shared via the media. No worries there then…..
- Then there’s the Great Man (!) Theory. It states that ‘heroic’ individuals with certain laudable characteristics (intellect, courage, abilities) naturally emerge as leaders because of their inherent greatness. I mean, there’s a bunch of aspects to that theory that can make us ordinary folk feel ‘less than’.
With all that external influence as to what makes a ‘good’ leader, is it any wonder that not many of us are in a rush to claim our “Best Leader Ever” badges?
Are you and ordinary or extraordinary leader?
Now mull on this: are you an ordinary or extraordinary leader?
Funny question, huh? Presumably, we might all want to be extraordinary but we might feel that we are *just* ordinary leaders? And if we think we’re *just* ordinary leaders, what is that doing to our performance, mindset, self-esteem?
For my money, it’s time to shake off this notion that you can’t be ordinary and extraordinary at the same time. Leadership is both a privilege and a responsibility. It comes in many different forms and there is no ‘one size fits all’ model. Great leaders are all around us, even in positions that aren’t technically leadership roles.
When you think of the person who has had the most profound impact on you, are they extraordinary ordinary? Mine was. Not in my command chain, not formally designated as ‘leader’, not heroic, not lauded, but the impact on me was powerful. What impact are you having on the folks around you?”
Want to hear more?
Want to hear more from Johanna? She will be speaking at and facilitating our Ordinary Extraordinary Leaders conference on 22 May at The Pavilions, Harrogate.
Book your place now and discover the leader you could be.
Johanna is a retired Commander who, since leaving the Royal Navy in 2014, has had a career in management consultancy and now runs her own business, working with both small business leaders and executives in larger organisations across public and private sectors.
Jo Fox, Marketing & Communications Manager at Community First Yorkshire
Why did you decide to become a mentee?
To be honest, I wasn’t sure about being a mentee at first. I felt that it was a sign of weakness, that colleagues would think that I needed help and that I was struggling with my role. However, that isn’t what being mentored is about. It’s a chance to gain a new perspective on your role, expand your skills and get support and advice from an expert in a safe and confidential space. I’m a total convert to mentoring and one of its biggest advocates!
How has mentoring changed your professional or personal life?
The biggest change has been in my confidence and belief in myself. I’m fairly new to a leadership role so having access to a sounding board – especially someone who is outside your organisation – is so valuable. It’s been great to be able to say to someone that being a leader can be really hard and have someone else say: ‘That’s because it IS hard!’
What new thing have you learned?
Sometimes you can get so focussed on delivering your service, hitting targets and meeting deadlines that you can forget to look at the bigger picture. I’ve learnt to take a step back and think big, and most importantly remember to ask ‘why’.
What top tips would you give to someone considering having a mentor?
Be prepared to be surprised.
The issues you think you want to discuss with your mentor may not be the ones you focus on. My meetings with my mentor have been very explorative and it’s been the things that I didn’t realise I needed to discuss that have been the most useful.
Be prepared to be challenged.
Being a mentee can take you out of your comfort zone. My mentor challenges me and I sometimes find our conversations hard. But it’s a relationship based on trust – we can have frank conversations and I’m able to ask questions that are sometimes difficult to do of your line manager.
Be willing to tap into a wider network of support.
The Community First Yorkshire Leadership Mentoring programme has been great as it’s provided all the support I’ve needed – from an initial training session on what to expect from our mentors, our responsibilities and how to start conversations; to signposting to support and resources on the Leadership Mentoring hub. There’s also a LinkedIn group allowing us to connect with other mentees on the programme and share questions and ideas.
We are now taking applications for the next cohort of our popular Leadership Mentoring programme, which starts in October. Find out more here.
Written by Shahida Iqbal, the Director of Manar Associates Ltd
“Come on, you will only have to attend meetings a few times a year!”
Sound familiar?
The above is one of the most common ways that an individual is persuaded to join as a volunteer on a charity board or committee. Arms are gently twisted and people feel a sense of obligation to support their local playgroup, village hall, or ‘friends of…” society.
Becoming a trustee is truly rewarding; you get an opportunity to give something back, meet new people, learn new skills, as well as utilising your existing strengths and knowledge. Research suggests that there are hundreds of thousands of people serving as trustees across the UK, all of whom are playing an incredibly important part in the running of charities.
However, do you really understand what your role involves when you join a board? Many people will get involved thinking that they will simply only have to attend meetings and that is that. As trustees, you have overall control of how the charity is run. You are responsible for making sure that the organisation is run well, does what it has been set up to do, manage risk and finances, as well as working on strategic future development.
Trustees provide foresight, oversight and insight, you don’t do ‘the doing’ – remember “noses in, fingers out”! After all, responsibility for the charity rests with the Board – the buck stops with you – and as such trustees should be focused on their statutory duty of care and ensuring the charity acts in a manner consistent with its purpose(s) laid out in its constitution or rulebook. It is therefore important to access support and training to help you develop a real understanding of your role.
Community First Yorkshire (the regional body that works with voluntary and community organisations, social enterprises and rural communities across North, South and West Yorkshire) has worked hard to develop a support package to help trustees do just that. Linked to the Charity Commission’s “The Essential Trustee Guide”, and the Charity Governance Code, the “Trustee Essentials” training bundle includes:
- A refresher for new and established trustees covering the fundamental elements of trusteeship.
- Smaller bite-size learning sessions that explore in further depth effective money management; safeguarding essentials; strategies to predict and mitigate risk; successful recruitment of new trustees and building an inclusive board.
Previous delegates have found the training sessions helpful. Philip Richardson MBE, a Trustee at Ryedale Community Transport CIO said ‘This is the first charity that I have been involved with. The things I have learnt in this workshop course have already started to bear fruit. For example, I have now read in fine detail our constitution and found that we have not been implementing it as we should. I am so impressed with this course that I have had an agreement that all our new trustees will attend it.’
Trustee training is a great way to encourage more discussion and debate within boardrooms. Now more than ever we need boards with a diversity of perspectives that enables them to better navigate uncertainty and reflect the communities they serve. A strong board with trustees understanding their legal responsibilities makes all the difference to an organisation and its future.
So, if you’ve just joined a board and are not sure where to start or you’re an existing trustee looking to develop skills and knowledge, get in touch with Community First Yorkshire today.
Chief executive officers (CEOs) and leaders in the voluntary, community and social enterprise (VCSE) sector face unique challenges, so having access to a safe and constructive space, such as a peer group network, can be particularly helpful.
Here are five reasons why you should join a peer group:
1. A great way to become a better leader
By networking with your peers, you open yourself up to gain valuable knowledge that will help you and your organisation tackle challenges and see opportunities with a fresher perspective.
2. Support
Being the CEO of an organisation of any size can be a difficult and lonely job. A peer group can be a place to get the emotional support you need from people who understand what you are going through.
3. Learning
One great benefit of being part of a CEO peer group is that you can learn from others in the group and benefit from their experiences – and even their mistakes!
4. A safe zone
As a CEO there are often times when you need a sounding board away from your senior management team or trustees. A peer group provides a safe space to talk through any issues your organisation might be facing in a safe space, without judgement.
5. Strengthen collaborative working
There is incredible value created when similar organisations can work collaboratively. An advantage of a peer group is that you can find out what other organisations are doing and planning, and identify ways in which you might be able to work together to make a stronger offer.
If you are a leader or CEO of a VCSE organisation in North Yorkshire and you feel that you might benefit from joining a peer group, find out how you can begin connecting with peers and building relationships here.
Louise Ennis (Community First Yorkshire) and Catherine Oakley (The Rowntree Society) are co-facilitators of the North Yorkshire learning club, launched by Community First Yorkshire and the Open University’s Centre for Voluntary Sector Leadership to provide opportunities for sector employees to develop energetic, practical and thoughtful leadership practice.
In the last in their series of blogs they share their experience of participating in a peer learning network during the pandemic, and insights into leadership practice going forward.
What will Leadership look like in the voluntary sector post-Covid-19?
Catherine: Back in the first week of the course we covered the difference between a ‘managerial’ approach and a ‘leadership’ approach in organisations. The managerial approach works through processes, and systems and policies to try and ensure that people and organisations work effectively. A leadership approach aims to open things up and unsettle existing practices and assumptions.
I think the Covid-19 pandemic is forcing lots of organisations in the voluntary sector into managerial mode out of necessity because things are so pressured right now as the sector responds. But in the medium-to-long term, leadership practice that is shared, collaborative and democratic will be so important in navigating the complex consequences of the pandemic. It’s important that we create time and space for this.
Louise: We’ve seen the voluntary and community sector step up to respond to the pandemic crisis, delivering vital services to the isolated and vulnerable in our communities and becoming a channel for public and private sectors to provide financial and volunteer support where it is needed most.
It’s clear that smaller, leaner, flatter charities and voluntary organisations, with less layers of hierarchy, more frontline contact, and devolved decision making are better placed to respond more quickly and are taking a lead.
The heroic single leader, bogged down in multiple decisions and task delegation, would cause blockages and take longer to respond and act. In a crisis situation, an empowered team or network of leaders, able to consult, reflect and problem-solve, and cover each other as needed, is far more effective – think of geese flying in formation, taking it in turn to take the lead as others get tired.
Another important lesson from the lockdown is how perceptions about the charity sector may change. Even within our organisations we can have different perceptions of the value of volunteers versus paid employees. The Covid-19 response has been volunteer-led and that demonstrates how fundamental both types of role are to how we operate.
Catherine: We talked about approaching volunteering as a type of collaboration in the learning club a couple of weeks ago. It can be easy to lose sight of the needs of your volunteers when you’re in crisis mode. But we agreed that reaffirming those needs on all sides explicitly was still important. Are we checking in as regularly as we can with volunteers to see whether their needs are being met, or whether they have changed?
Louise: I think the course and our learning club meetings have really highlighted the need for us to question any unconscious bias so that staff, volunteers and the people our organisations support are all equally valued and consulted.
How has social distancing affected peer learning?
Louise: We all agree we’ve got so much out of the online course, but the peer sharing has been equally rewarding. I think that holding our sessions face-to-face was more informal and energising, but the online interaction has been more convenient for people. There’s probably room for a combination of both going forward, and we’ve been sharing links and ideas in the club Whatsapp group as well as on the OU discussion forum too.
Catherine: I’m quite new to the sector, and I’ve loved meeting and hearing from other people working locally and regionally. We all work for different kinds of voluntary organisations but there’s a sense of common values and shared interests.
It has been a relief to have an hour or so each week just to take a step back from things, check in with everyone, and have these broader conversations. We’ve had to be relaxed about how we approach the sessions since lockdown. Some people have been completing the online module quite rigorously. Others are focusing on the learning club meetings online as a place to have some focused conversations, listen to new perspectives, and just stay in touch with people.
Louise: Leading meetings from our homes during the Covid-19 lockdown, with interruptions from kids and pets, has brought a more human side to the workplace, which is more real, more open and builds on our common experience as people, not colleagues.
Catherine: I love the interruptions. They are just lovely informal moments of shared vulnerability that bring people together.
You can watch the video of the full discussion with Louise and Catherine here.
For more leadership support visit our Community Gateway.
Louise Ennis (Community First Yorkshire, pictured above centre with leaders from the Open University) and Catherine Oakley (The Rowntree Society) are co-facilitators of the North Yorkshire learning club, launched by Community First Yorkshire and the Open University’s Centre for Voluntary Sector Leadership to provide opportunities for sector employees to develop energetic, practical and thoughtful leadership practice.
Here they share insights from the group’s learning around the OU’s free Collaborative Leadership online course.
What are your experiences of the challenges and opportunities of collaborative leadership?
Louise: We all agree that collaboration is the way forward for sustaining the voluntary sector given reduced resources and ever increasing demand. But it’s not always easy to know how to lead collaboratively.
A particular issue is the way that our services are commissioned by the public sector and funders. That process makes organisations who could collaborate into competitors, less likely to share, join forces, and less able to offer complementary solutions and services.
Collaborating brings so many benefits – greater voice and influence, greater share of funds and resources, and more joined up, holistic services for the communities we serve. But we need to know how to collaborate, and that’s where a shared leadership practice can really help.
Catherine: I remember thinking about the challenges of collaborating in my course activity. Time, obviously is one: identifying, building and maintaining collaborations is a big commitment and it requires a lot of energy. I’m the only employee in our organisation so our resources are limited.
Some practical advice from the online course was to ‘think about where the greatest early promise lies and go with this’. Also to ‘focus your attention on people with the power to enable or block the growth of the organisation’. Both are about being selective and strategic.
There’s an issue around ensuring that expectations on all sides are understood from the start of a collaboration. When collaborations emerge informally, there can be tough conversations when obstacles arise or circumstances change for one partner. And what can we learn from ‘failed collaborations’? Which partnerships didn’t go well and why? Would we have done anything differently?
Louise: The key to success is to agree expectations upfront and not be afraid to work through elephants in the room – that’s how things get sorted and progress is made. Striving for harmony won’t result in action or enable everyone to have a voice. Those thorny make or break issues are the ones that count and need to be openly discussed, and considering a range of viewpoints is the way to solve them.
Why should we collaborate with other sectors?
Catherine: For a small heritage organisation like ours, working collaboratively ensures that we can reach more people and extend the impact of our work. It also helps us build a cross-sector community of individuals, groups and organisations who can approach projects and problems in distinctive ways we wouldn’t otherwise have considered.
Louise: That’s so true. Our discussions in the club have shown that it’s much more effective to seek a range of collaborators – don’t just go to those people who think like you. Also ask volunteers for example, or funders as well as beneficiaries.
There is a clear opportunity for leaders to collaborate outside the sector by bridging cultures and challenging perceptions – such as that the private sector is all about profit, or that the voluntary sector is a bunch of well-meaning amateurs doing good work. Being open to wider perspectives and building trust and understanding creates a real opportunity for us to put the beneficiaries first and come up with solutions for our communities together.
I see the boundaries between work and volunteering becoming increasingly blurred – the CEO of a company may also be a trustee or have a CSR strategy and lots of employees carry out employee volunteering programmes in the workplace or deliver voluntary services in their own time. Just look at the Covid-19 response networks springing up across the UK, many manned by new volunteers sharing their professional skills.
The bottom line is that we all care about where we live and work, whatever sector we work in, and by taking a more collaborative approach, leaders can give all of us a voice and a way to contribute.
Catherine: I really believe that our colleagues right across the voluntary sector would benefit from getting together in a safe space to build relationships and explore collaborative leadership together, just as we have. There’s so much common experience to share – because it’s not just for senior leaders, it’s for everyone.
You can watch the video of the full discussion with Louise and Catherine here.
For more leadership support visit our Community Gateway.