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Ruth Leonard Post 1

• 30 December 2016, 4:18 PM

Week 2 Activity 2

There does seem to be a drive towards passionate, driven leaders in the voluntary sector - either those who are the charismatic founders or those who are quite comfortable in saying that they've come from the private sector where they've made money and are now at a time in their lives where they want to give something back. Having worked in the voluntary sector throughout my career I do worry sometimes that there is a desire to bring in some strength and business acumen to counteract the 'fluffy idealists'. this is of course untrue but I do wonder whether trustees - many of whom are not from a voluntary sector background worry about the perception of fluffiness and amateur do-gooding. Many  leaders in the sector are loud extrovert activists who are memorable as themselves and who become indispensable just because they are inextricably linked. this can cause issues - not least because it isn't sustainable nor good succession planning. These individuals are very compelling and tell very powerful narratives which is important and have a lot to bring to the sector; but if they were able to offer the opportunity to share and develop the future with others including those who use the services - as exemplified in the study of Christine

Carol Jacklin-Jarvis Post 2 in reply to 1

• 18 January 2017, 8:26 AM

Thanks for sharing your thoughts and concerns Ruth.  How does this resonate with other readers?

Carol

Nick Kavanagh Post 3 in reply to 1

• 20 January 2017, 3:04 PM

I agree that those who we hear about most are those that you describe Ruth, I also think that there are great leaders out there who get on with their leading in a quiet, pragmatic, and even behind the scenes way. They are no less valuable, we just don't see them in lights as often.

Carol Jacklin-Jarvis Post 4 in reply to 3

• 26 January 2017, 9:03 AM

Interesting to reflect on how we value, and show we value, the quiet leaders.

Carol

Neha Agarwal Post 5 in reply to 1

• 8 May 2017, 1:39 PM

Ruth brings up an important point about succession - the organisation needs to be sustainable, a dynamic and charismatic leader might set up a charity which does brilliant, but unless they empower and build a good leadership team around themselves, they are just a one man band, and the legacy will disappear with them. 

To be a successful leader, you need to be passionate about your cause, constantly find ways to grow, inspire, energize and empower your colleagues, similar to other sectors really. What you need more of is to do everything effectively and efficiently - so most money can be spent on services vs. governance or activities.

Fidele Mutwarasibo Post 6 in reply to 1

• 4 May 2018, 6:12 PM

Leadership in the voluntary sector is an interesting concept. Figuring out leadership valued by the sector is an interesting question. Small organisations value the charismatic founding leaders whereas established organisations value those people who can either bring in resources (financial) or successfully lobby for change in policy. Being a founding member gives credibility to the leader but in group formation, passion and vision may be important at the beginning but as the organisation grows, it is important to bring to bear other skills if the organisation is to succeed. A good leader in my book is the one who acknowledges the importance of succession planning.

Hayley O'Gara Post 7 in reply to 6

• 17 July 2019, 2:32 PM

Planning and aligning the objectives of the charity you are leading is vital.  

Carol Jacklin-Jarvis Post 8 in reply to 7

• 19 July 2019, 9:23 AM

Thanks for your comment Hayley.  This reflects other comments on the challenge of leading business-like processes alongside leadership that engages others with the values, vision and mission of the organization.  Ideally, there's perhaps a balance between these in an organization, but I wonder if that is everyone's experience?