Leading networks

Dr Karen Stephenson, an influential social network theorist, has argued that the association between trust and learning is an instrument of vast, if frequently untapped, organisational power. “People have at their very finger tips... tremendous amounts of tacit knowledge, which is not captured in computer systems or on paper. Trust is the utility through which this knowledge flows.” When the cultural sector responded to a call for ideas about the provision that the Cultural Leadership Programme (CLP) should offer, it was emphatic that the network was an important and sustainable vehicle for work-based leadership learning. CLP responded by funding two rounds of networks which enabled leadership development and action learning through mentoring, coaching, job shadowing and exchange, action learning sets and events as well as peer-to-peer support. In the first round, 13 networks received funding. The formation of the networks centred on: geography, discipline, gender or ethnicity, and networks of artists/practitioners working and learning from each other. Networks proposed new and innovative ways of working together to deliver leadership learning. Step Change, a network of the National Theatre, Battersea Arts Centre, Old Vic and the Royal Opera House brought together leaders at all levels to underpin their learning by undertaking placements or exchanges with another partner in the network.
The second round of funding built on feedback from the first cohort and encouraged focus where gaps had been identified – networks which were artist/practitioner led; for Black, Asian, Minority and Ethnic (BAME) leaders; disabled leaders; international; or in partnership with Wales, Scotland and Northern Ireland. Some networks were already forming or established, others were completely new and allowed leaders who may not have seen themselves as such to become part of a wider network. Each network submitted a detailed proposal and budget, including an evaluation strategy, and was monitored and evaluated by CLP and DTZ, CLP’s evaluator. Key learning has included understanding the critical underpinning of the co-ordination of the networks and ensuring this is funded; the lead-in time it takes for a network to start to deliver; clear guidance about what constitutes leadership learning and what is capacity building; and the value of expert leadership guidance from the outset.

The learning for CLP has been invaluable. It has informed the ‘Meeting the Challenge’ publication and the criteria, support and monitoring of the Meeting the Challenge Development Fund. CLP has worked in establishing and embedding a culture of cross-sectoral dialogue. A further development of CLP’s support of networks has been a focus on established leaders, ‘Beyond the CEO’, embedding leadership learning at the highest level and sharing leadership experiences across organisations and disciplines. We have used this learning to support and enable leaders to build the networks they need as a support mechanism for their individual learning. For example, Powerbrokers Leadership Pathways addresses the challenges of progression for mid-career BAME leaders and utilises regular networking events as forums for debates and dialogue that evolve into sustained peer networks and action learning sets. In addition, CLP is funding the development of coaches and facilitators to offer the expert help required by networks to be sustainable and effective. We look forward to funding more creative and sustainable networks of organisations and businesses equipping leaders with the skills they need for the 21st century.