1 Why collaborate?

Meet Ellen. Ellen became the chief executive (CEO) of a local family support project, Family Time, four years ago. The purpose of Family Time is to provide support to the families of the local town in the form of advice and information, family activities and parenting classes.

Ellen’s story is based on the experiences of a real leader in the voluntary sector and other people whose experiences we have come across during our research and practice. It is an amalgamated and somewhat fictionalised account that gets to some of the big issues involved with collaborative leadership. You will return to Ellen’s story on and off throughout the eight weeks of this course to focus your exploration of collaborative leadership. Hopefully, Ellen’s story will in many ways be familiar to you, but also that it will raise questions, stimulate your thinking and encourage you to engage with the course content. To begin, please listen to the first part of Ellen’s story.

Download this audio clip.Audio player: declvo_1_audio_week1_ellen.mp3
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Being a chief executive sounds impressive but actually it’s also quite intimidating. It’s been just a few months now since I took over at Family Time. I did have some management experience before coming here. I was the team leader of a social work team at the local authority, which was all about taking responsibility for complex cases. Towards the end of my time there though the recession came and finances were very limited, it all seemed to happen quite quickly. The staff came under huge amounts of stress and in that sense the money situation never really got better. What we did have though, which I completely took for granted at the time, was a large specialist team providing support on HR and finance. Now that I’m at Family Time I can’t take that for granted. That’s all my responsibility now.
I actually had much less freedom in the local authority. There is a much stricter hierarchy in government and also you’re answerable to the agenda of the elected politicians, right? Whatever we did had to fit in with national policy too.
Family Time is so different. I wasn’t around at the beginning but I respected the work they did a lot. It was started about a decade ago by this group of local churches and managed by this sort of informal committee of church representatives. They were good and the organisation made an impact, it grew lots of good will and support locally. It was about four years ago that Family Time became a registered charity. They recruited a part-time manager, who was a member of the previous committee, and there were these four volunteer trustees who chipped in with the management too.
Like a lot of these great charities that start small, it was this thing where suddenly, you know, demand started to overtake what the organisation could actually deliver. They needed to find proper independent funding. They actually succeeded in getting a Lottery bid to allow them to appoint a chief executive and a part-time admin person. So that was me – the new chief executive!
But we had to get really serious at this point because for starters the Lottery bid committed us to doubling the number of volunteers we had over three years and increasing our services to 30 families. So it was an exciting time, leading growth. I did feel really welcomed – by the staff, the volunteers, the trustees – all of them were really excited actually.
But there were challenges though, right? I mean, obviously there were. I felt that all of these people I just mentioned – the staff, our trustees and our volunteers, they all had different expectations for this next phase of the organisation. I also got the feeling that in subtle but quite important ways too they saw the purpose of Family Time quite differently.
I knew right from the start that I had to work collaboratively. I am good with this – it’s my natural preference anyway. I hate the authoritarian stuff. I knew though that this would not just be a case of getting people inside the organisation working better together. If we were going to grow properly we would need close relationships and new partnerships outside as well – like with my old colleagues at the council and other organisations.
But where to begin?
End transcript
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This section of Ellen’s story brought out the fact that many of the people involved with the charity had somewhat different understandings of the problems facing the charity. We would suggest that these differences in understanding of the problems facing an organisation usually also signal different understandings regarding the purpose of an organisation in the first place.

Very few of us can agree in advance what the problems facing organisations really are. Are family problems a series of individual and unique private problems, for which people just need some one-off support on some practical things, such as learning about baby and infant dietary requirements, speech development and so on? Or are problems with families much more systemic and rooted in far larger problems connected to the education system, criminal justice system, health, social care and the local economy?

If we favour the first, then solutions might be more apparent – we can search our expert knowledge base for good practice and solutions. But if the problem begins to seep into the latter (a complex, systemic problem), then we need to start thinking about all kinds of interventions and experiments. The catch with the latter is that we do not know in advance what some of the solutions – or even the problems – might be. So we need to work together with people in different professions and areas of the community to start not only solving problems, but also working out what some of the problems are in the first place.

Grint (2005) refers to complex and contested problems as ‘wicked problems’: these are problems for which there is no prior agreement and no obvious solution based in current knowledge. These problems are wicked because they are unwieldy: one important way of approaching these problems is to make the various dimensions of a problem visible and to work in unfamiliar ways with unfamiliar people, in other organisations and even sectors.

Working in this way also involves thinking about ourselves and our work differently. This will be explored next week, in what will be referred to as ‘identity work’, because it is the case that approaching work as collaborative involves a shift in thinking about how we see ourselves in leadership.

This kind of work is called collaborative leadership work and over the next eight weeks you will unpack and enrich your understanding of what such work entails.

Activity 1 Who can be involved in collaborative leadership work and why?

Timing: (20 minutes)

Make a list of all the individuals, groups and organisations you think that Ellen may need to collaborate with as she takes on her new job – and why. When you do so you may find it helpful to think about people and organisations who are interested in, and have the power to influence, Ellen’s work. You can also think of people who are affected by her and her organisation’s work. This may include people and groups who have the power to influence positively or negatively; people who may or may not currently be interested in Family Time.


Starting with the basics, Ellen will first need to think about her relationship with the existing people inside the organisation who she needs to establish trust and understanding with: the volunteers, staff and trustees. She will also need to think about her relationship with the chair. After establishing some of these basics, she can start to think more expansively. The local health services and local government would be a good place to start. Political buy-in can also be very important for collaborations – so, which local councillors and/or local MPs could be called upon to lend their support? She will also need to think about ways in which she can start to appeal to more people to volunteer and donate to Family Time.

Some of these people and groups will inevitably be more enthusiastic than others. Ellen therefore needs to think about where the greatest early promise lies and to go with that. She can start to focus her attention on people with the power to enable or block the growth of the organisation.

2 Collaborative leadership