Multiplying leadership, not leaders


Over the summer and autumn, one of my big projects was looking at leadership approaches within Creative People and Places, a commission I was lucky enough to win form the national CPP network. Last month, Arts Professional published an article commissioned as part of their partnership with CPP. You can read it in fully designed splendour and with an attempt at a ‘twist in the tale’ on Arts Professional here.


I’ll paste the main text below, with a couple of little changes which you need to visit AP to appreciate. The report is now at design stage – watch this space when it comes out, it’s been a fascinating thing to work on, and I’m going to be banging on about it every chance I get. The model of leadership rooted in control, targets and value extraction needs to change and I hope the report will be a useful contribution to the many hands, including but far from limited to CPP, working on that.


It’s also been an ideal gig in many way: researching something important and learning new stuff about something I knew affair bit about to begin with, getting to talk to a bunch of passionate people working their backsides off with and in communities, finding different models, running development days for the network and Clore Leadership, disappearing down rabbit holes and coming out with things that I actually think will influence all my work in future. I also got to do a lot of writing and synthesising, and a whole load more editing and reshaping, which is the kind of masochistic pleasure I look for in the mix of work I do. This article was actually an important part of that process, and helped move my thinking on, so take this as a trailer… 


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For a long time, ‘leadership’ has felt like tender spot in the sector, with increasing pressures on individuals at all levels – and it’s one I’ve poked at a number of times through my research. Surely, I kept thinking lately – inspired by reports such as Collaborate’s Exploring The New World – this is the time to consider leadership as a systemic issue in culture, rather than a shopping list of ‘must do better’ topics?

So I was chuffed to get the chance to do a little of that and examine leadership approaches across the Creative People and Places (CPP) network. For my research, I interviewed people from all 21 CPP projects, plus some ‘alumni’, some social sector leaders and thinkers. I also read a massive pile of the even more massive mountain of writing on leadership. My work has also been informed by a collaboration between the CPP network and Clore Leadership on a leadership development day. The research is now at an advanced stage and a paper will be published later in the autumn.

Just as CPP responds to the results of particular systems rather than local ‘failures’ or lack of creativity – evidence from ‘low engagement’ areas suggests under-valued abundance rather than a deficit – leadership patterns in the 21 CPP places can also be seen as part of a broader system. In leadership terms, those systems have sometimes been distorted by hierarchy, by target-driven behaviours, and by a lack of connection and collaboration. A tendency, especially amongst boards, to want leaders to provide what you might call inspiring, transformative stability – often in the name of artistic vision – has led to slow progress on diversity and equality.

At its best, CPP has injected new, more open and collaborative leadership into those systems. It has been ‘in the room’ with its vision, and involved people beyond the usual suspects. (This approach is now deepening at governance level in some CPP places, with independent community members joining the consortia discussions that guide each place’s work.) It has also been conscious of those not in the room, and sought to host new conversations. It has brought an approach of ‘saying yes and’, as part of its action research ethos. CPP places may be demonstrating what Graham Leicester wrote in a prescient paper for Mission Models Money in 2008: “We are more likely to act our way into a new way of thinking than think our way into a new way of acting.”

It would be misleading to say CPP leadership approaches are all successful all the time, all the same, or unique within the social or cultural sectors. What I have found, though, is a distributed model of leadership, rooted in connection and learning. The network has built on strands of leadership thinking that might be called de-centralising and ‘anti-heroic’. It has multiplied the number and range of people involved in leadership within the community, and within the systems active in the places.

Knowing the people and place, connecting people and ideas, and building trust have been crucial. Those involved tend to see leadership as a non-linear, sometimes messy, practice – not simply a set of skills or actions to be ticked off. CPP has built teams which include a wide range of voices and backgrounds. The leadership across the network has a much higher proportion of women than is typical, with flexible work patterns common, and there are examples of progression from non-traditional backgrounds. The teams are generally small and there is often back office support from host organisations. This situation can allow a greater external partnership focus, especially where the host is a non-arts organisation.

CPP leadership can be described a team game, a collaborative effort of people working for each other and the collective across different groups, personal backgrounds and styles, and power dynamics. This is challenging in at least two senses.

Firstly, it challenges deeply ingrained, dominant models of leadership, accountability and control. Does the buck have to stop at one person’s desk? Maybe not. Maybe that idea reflects deep patriarchal and managerial structures, even when it’s trying to be helpful. Maybe any business or group would be stronger if we all acted as if the buck stopped with us. Maybe, as Madani Younis comments in the Gulbenkian Foundation booklet ‘What would Joan Say’: “The most powerful thing that I or any leader in the arts can do is to lose control. That parental relationship… is so dated, it’s not surprising that the programmes and ideas are so cyclical and narrow in their scope.” (I wrote this article just before his departure from Soouth Bank Centre was announced.)

Secondly, it’s challenging for the people involved. It’s hard work disrupting dominant models. You may come up against people who prefer to hold on to patriarchal, controlling models. You may come up against people who are not yet ready to move from dependence to owning the power they have themselves. My conclusions tend to agree with Stella Duffy’s recent and inspiring blog about ‘empowering’, though I do wonder if a positive aspect to that word remains when people come together to find, tap into and define their own power.

I want to reiterate that CPP is not unique in this, but part of a progressive movement you can see all over the UK – of people developing and modelling leadership in more productive ways than archaic, heroic, individual-centred models. I contrast the example I was given of a Chief Executive who preferred to meet people of equivalent job status, with that of Alan Lane of Slung Low, who I saw quite naturally handing out ice cream, shifting tables and clearing up as part of hosting a conference this year. One, I believe, was living in the 19th century, the other in the 21st. How far the collaborative, distributed model can displace control, targets and ego may depend on our collective ability to multiply leadership in the next decade.