Type of Fellowship: General
Year of Fellowship: 2012
Update Spring 2013
The last quarter has been extremely busy. I returned to my role as COO at Keyfund after a three month secondment on the Global Process & Transformation Team at Procter & Gamble. I have been consolidating the learning I gained, including a better understanding of the for-profit sector and innovative ways of collaborating across sectors to bring about greater social change. Some of my day to day work practices have already changed to incorporate new methodologies learnt.
With the second year of the fellowship gaining momentum, time is racing by. The balancing act to keep work, the fellowship and family life running smoothly whilst being a fit, healthy and resilient leader is proving to be a difficult one. In order to achieve a better life balance and be a more rounded person my decision making and prioritisation still require some fine tuning! I will be using coaching to support me in the quest for my personal holy grail - to be a resilient, high impact social leader whilst achieving a good life balance.
My action research project has been the main focus of the past quarter. The question I am researching is "Do emerging leaders in the private and third sectors have preconceptions about each other that get in the way of collaborations between the two sectors, and if so, what can be done to overcome them?" I’ve been overwhelmed by the generosity of people willing to share their research, knowledge and perspectives. I’m most grateful to Professor Tony Chapman and Ray Mills for kindly giving their time and support. I will soon be carrying out in-depth interviews with private and third sector leaders and feel privileged to be undertaking a genuine enquiry.
The most challenging fellowship decision recently has been how best to utilise the personal tuition element of the Programme and which opportunities would be of most benefit on my leadership journey. I’ve chosen to undertake a performance and leadership coaching programme to enable me to support my teams more effectively, increasing motivation and nurturing talent.
Our action learning set has continued into year two and is proving to be an invaluable mechanism for support and relationship building between the fellows. Throughout the fellowship I have been surprised at how lonely and isolating leadership is for many and believe the network of CSLP fellows will be one of the most important for me as a social leader in trying to be more connected, supported and collaborative. I think the action learning methodology would be a great tool for leaders from across the private, public and third sectors to engage with and support each other and am exploring the potential I think this has.
Overall I’m becoming more confident and appreciative of my strengths and abilities which has been greatly supported by my mentor Carol Candler. Through mentoring we’ve been developing my networks, my research proposition and challenge my thinking. I’m finding the mentoring and coaching aspects of the programme invaluable.
Current principal role: Training, Operations & Marketing Manager
Current principal organisation: Northumbria University
Research: When collaboration knocks- open the door! (Cross sector collaboration and the preconceptions of leaders that get in the way) - Animation
Research topics: Corporate social responsibility; Leadership; Private sector;
Secondment host: Proctor & Gamble