Leadership

Ripples Story: “Social Benefits of Leadership”

November 1, 2024 by Nhung Phung Leave a Comment

In this article, Abdul Hai OBE, Director of Community Relations and Public Affairs at LabTech, shares powerful insights on inclusive leadership and its role in building stronger, more equitable communities, drawing from his extensive knowledge and experience across the Voluntary and Community Sector (VCS), local government, and the corporate world.

What Does Inclusive Leadership Mean to Me?

To me, inclusive leadership means connecting with people and communities while remaining open to opportunities. It involves uniting individuals around a shared vision whenever possible and making decisions based on data, facts, and lived experiences rather than relying on instincts or conscious and unconscious biases. Such biases often lead to missed opportunities for meaningful change.

I believe that the essential traits of an inclusive leader include humility, an open mindset, curiosity, adaptability, courage, and empathy. Inclusive leaders inspire, challenge, and lead by example, creating momentum and bringing people along on the journey for change.

Inclusion goes beyond diversity and equality; equity must also be considered when it is the right course of action. A conducive environment allows individuals and teams to flourish and grow together, fostering autonomy, openness to dissenting opinions, and a sense of fulfilment.

Does Inclusive Leadership Matter?

Absolutely. Inclusive leadership matters because it ensures everyone’s knowledge, skills, and experiences are valued, utilised, and embraced. Together, we achieve more than we do individually.

Inclusive Leadership in action

When I first learned about the spread of COVID-19 across London and the UK, I realised that my role as a community leader and lead councillor would be essential in supporting local communities and helping to save lives in the London Borough of Camden. It soon became clear that the virus disproportionately impacted residents from Black, Asian, and other ethnic backgrounds.

In March 2020, my brother tested positive for COVID-19, and my elderly mother exhibited symptoms. I shared the pain that many families across the UK experienced due to the inability to visit loved ones.

COVID-19 exposed deep structural inequalities in the UK. Recognising the need for urgent action, I worked with the Director of Public Health for the London Boroughs of Camden and Islington to establish a working group. We implemented a six-week programme to review the disease’s disproportionate impact on ethnic minority communities. Our goal was to quickly gather evidence and take immediate action to protect residents while developing a long-term call to action for substantive change. We explored a wide range of issues, including health and employment, and sought to understand the underlying factors better.

In August 2020, we launched the “Building Equal Foundations” report, which presented our findings and outlined a plan of action to tackle racial inequalities in Camden. The report reflects input from councillors, senior officers, health practitioners, schools, young people, and community members. The Local Government Association (LGA) recognised the work as good practice. I chaired a cross-party Race and Equality Working Sub-Group to hold the Council and its partners accountable for implementing the report’s recommendations.

Above: Abdul with Mayor of London, Sadiq Khan

In 2017, Camden experienced a surge in knife crime, becoming the highest in London. Deeply concerned by this trend, we believed a community-led response was necessary. I co-chaired the Camden Youth Safety Taskforce (2017-2023) with Keir Starmer, then the local MP, to investigate the causes of youth violence in the borough and develop a coordinated response. We brought together schools, Public Health, businesses, the police, young people, and community groups with the desire to improve youth safety. We firmly believe that no young person should feel unsafe in their community. However, what became clear to us while leading this work is that for some young people, fear of crime and violence has become a daily reality. Our goal was to change that.

In 2018, Camden’s Youth Safety Steering Group was established to oversee and deliver the 17 recommendations made in the Youth Safety Taskforce Report. These recommendations aimed to reduce youth violence and keep young people safe by adopting a public health approach. By proactively engaging with at-risk youth, collaborating with the police, and providing trauma-informed support in schools, youth clubs, and on the streets, we have delivered significant reductions in knife crime in Camden.

The Mayor of London has invested £3 million across the city to implement the Engage Youth diversion programme developed by the Taskforce. This programme supports young people in police custody through youth workers and health practitioners. Additionally, the government has pledged £100 million towards the Young Futures programme, designed to tackle knife crime based on the Youth Safety Taskforce model.

Ultimately, inclusive leadership is not about mere words – it is about driving forward the change needed to deliver our desired outcomes.

Fellowship Futures 2024

July 4, 2024 by Nhung Phung Leave a Comment

Our Fellows recently gathered at The Rank Foundation’s London offices for a fantastic evening at our annual Fellowship Futures event. Bringing together young Fellows starting their careers with seasoned professionals, Fellowship Futures offered more than just networking—it was a wealth of shared experiences and future plans!

One Fellow shared, “I enjoyed this event more than any other as there was plenty of time after the talks to network and chat with the panellists and other Fellows.” This perfectly captures the spirit of the evening—a place where real conversations flourished, and meaningful connections were made.

Felix Haynes (Class of 2017), now a Senior Crypto Policy Advisor at the Financial Conduct Authority, kicked off with his relatable job-hunting story and shared insights on setting career expectations, interview skills, and navigating online recruitment. Here are his top tips for early career success:

Balance your job search efforts and be prepared for both dream job realities and potential disappointments.
Leverage experiences from university clubs, part-time jobs, and volunteering to showcase your skills.
Conduct thorough research into job descriptions, organisational values, and annual reports.
For online applications, use keywords from the job description and write clearly for AI systems.
Prepare for competency-based interviews by using the STAR method to structure responses.

Felix’s talk was followed by insights from our panel of experts, including Felix himself; Zara Tso (Class of 2010), Assistant Commissioner at the BBC (Radio 1 and 1Xtra); Damon Falck (Class of 2016), a Quant Researcher at DRW; Simon Turner (Class of 1992), an ex-solicitor and non-executive chairman at Camellia plc; Stuart Wilson (Class of 1984), Founder/Lead Client Partner at RP International (global executive search firm); and Peter Ferguson (Class of 1998), Director at Ferguson Consulting.

Reflecting on the discussions, one Fellow mentioned, “I found the topics very engaging, particularly our exploration of generational expectations.”

After the talks, Fellows participated in small group sessions with the panel members, delving deeper into their respective fields of expertise. “I wish there had been engaging and informative sessions like this when I was struggling to find my very first job,” remarked another Fellow.

Thank you to everyone who joined us and shared their stories, making it an unforgettable evening filled with insights, connections, and inspiration!

Launch of Social Leaders North East

June 4, 2024 by Nhung Phung Leave a Comment

Social sector leaders in Sunderland, Middlesbrough and Redcar & Cleveland can apply for Clore Social Leadership training

We’re delighted to announce our support for Clore Social Leadership’s training programme for social leaders in the North East.

Social Leaders North East is aimed at emerging leaders in Sunderland, Middlesbrough and Redcar & Cleveland. Designed to enhance strategic roles, the programme will boost community impact by building resilience, confidence and a strong support network.

Years of underfunding and austerity made the North East one of the regions hardest hit by the cost-of-living crisis. But more recently inward investment, including £37m funding for one of Europe’s largest filmmaking complexes in Sunderland, make it a place with potential.

Clore Social Leadership’s timely bespoke training programme will enable 20 leaders to capitalise on the opportunities inward investment presents for local people.

Who should apply?

Social Leaders North East is for leaders in small local organisations with a turnover of up to £500,000 annually.

Taking place between October 2024 and June 2025, it will bring together 20 participants to build capacity, strengthen communities, and learn from one another. Clore Social aim to create a safe space where leaders will feel energised and can develop a network of other community leaders to collaborate with beyond the length of the programme.

Applications are now open with limited spaces available. The deadline is Monday 22 July 2024.

APPLY NOW

Caroline Broadhurst, Deputy CEO of The Rank Foundation said:

“The Social Leaders North East programme is set to be a catalyst for social leaders, both current and upcoming. It will equip them with the skills and confidence needed to help our local communities. Plus, the support networks they’ll build through the programme will give them and the Voluntary, Community, and Social Enterprise sector a vital boost to tackle ever-changing needs. We’re delighted to be part of this fantastic initiative.”

Nadia Alomar, CEO of Clore Social commented:

“We are thrilled to launch the Social Leaders North East programme, supporting emerging leaders to drive impactful change in their communities. By developing local leaders with the skills and networks they need, we believe this initiative will foster stronger, more resilient communities in Sunderland, Middlesbrough, and Redcar and Cleveland. Our heartfelt thanks to the Rank Foundation for making this transformative programme possible, and to our collaborators for their incredible support.”

About Clore Social Leadership

Cultivating positive social change is why we exist. Our primary goal is to make leadership development accessible and affordable to every social leader in the UK, supporting them to be resilient, self-aware and able to tackle the social challenges of the 21st century. Since 2010 we have delivered high-quality leadership development programmes to over 1,200 community and voluntary sector leaders. Evaluation of our flagship Fellowship programme shows 93% of participants lead more effectively since completing CSL courses and 74% have increased their organisation’s social impact. We have designed and delivered a wealth of programmes to meet the unique demands and needs of specific sectors and communities of leaders, of note are our place-based leadership development programmes. Examples include: Hull & East Yorkshire, Wales and Leeds & Bradford.

Website: cloresocialleadership.org.uk

Learning Through Leadership Talk – April 2024

April 17, 2024 by Nhung Phung Leave a Comment

Leadership in a Judicial setting with Sir James Dingemans (Class of 1980)

In this blog post, Geoffrey Pelham-Lane, our Fellow (Class of 1978), shares his thoughts on our recent Learning Through Leadership talk, “Leadership in a Judicial Setting,” featuring Sir James Dingemans (Class of 1980). The event took place on 17th April 2024 at The Rank Foundation’s offices in Shoreditch, London.

If there is someone who has most successfully realised the leadership potential that the Rank Foundation looks for in each of its School Leadership Award holders it is the Court of Appeal judge, Lord Justice Dingemans.

The person from Rank who first recommended him for an award in 1980 demonstrated remarkable foresight. Sir James’ talk on Wednesday evening did everything to confirm this as well as highlighting the value that the Rank Foundation has added and continues to add through its great work in bringing out the very best in people and society.

His talk on “Leadership in a Judicial setting” was hugely engaging not just to our next generation of fellows pursuing or about to pursue a legal career but also to all of us who benefit either directly or indirectly from the UK having one of the most envied and fair legal systems in the world. This achievement has clearly been no accident, having been built and sustained by the professionalism, impartiality and, most importantly, leadership of our lawyers.

Sir James described how he had developed professionally since receiving Rank support in his last year at Radley, learning about leadership when he trained at Sandhurst on a short service commission and then about the law when he studied at Oxford University. What was striking about his talk was not just how he applied these skills successfully to lead and motivate over 800 judges, but just how applicable these skills are to leadership elsewhere.

He referred to ‘Transactional’ leaders that work within the establishment and ‘Transformational’ leaders that typically inspire us with a charismatic vision. He discussed other styles such as ‘Situational’ leadership where a true leader adapts to the specific demands of a situation. This, he felt, was most applicable to leadership in the judiciary.

He provided examples of why it is important as a leader to identify your goal but keep it simple, show that you are capable of doing the job of those that you are leading (it is a requirement that judges have to be practitioners unlike managers in the NHS), make sure you do the right thing (don’t simply lead to satisfy media coverage), ensure you stay calm, respect boundaries (such as the law), learn to handle pressure and recognise your team (‘walk the floor’ and say ‘thank you’).

He also mentioned how important diversity is to achieving the best results and how, while the judiciary has made some improvements, this will take time as judges can only come from practitioners entering the law at the beginning of their legal careers.

All in all, a great talk and one where everyone, not just budding lawyers, learnt something. Thank you, Sir James!

About the author:

Geoffrey Pelham-Lane, Fellow (Class of 1978), is one of the UK’s leading financial communications experts, with more than 35 years of experience in financial PR and investor relations. He is Chairman of APCO UK and Chief Executive Officer at Capital Market Communications Ltd (Camarco), an APCO Worldwide Company.

Community Action Placement: Unlocking Leadership Opportunities

February 16, 2024 by Nhung Phung Leave a Comment

In this blog post, Xavier Lake (School Leadership Award Holder, Class of 2020) reflects on the impact of the award – especially his Community Action Placement – on his leadership opportunities at Glasgow University where he is a member of the University Union Board of Management (GUU).

I embarked upon my journey with the GUU by applying as a Fresher’s Helper and following a successful interview, I was employed in the role. My time with the Rank Foundation, especially my Community Action Placement (CAP) in Hexham, heightened my awareness of making a positive impact on the society around me.

In turn, as a Fresher’s Helper I widened my own sense of being part of the university’s community as I began my work not knowing anybody but by the end, I had made friends across all year groups and faculties and worked with salaried university staff members.

I strongly believe that the CAP gave me the confidence and drive to do this and showed me I truly enjoy helping others as it gives me a great sense of reward and motivates me to find other opportunities make a difference.

The election competition began almost immediately so I had to formulate my manifesto, campaign, and persuade my friends to help me. My leadership skills were most definitely called into action. The Rank Foundation’s belief in my skills as a leader enthused me to approach other students to discuss my manifesto and have fun with it! I was over the moon when I was successfully elected to the board.

Holding office within the GUU has alerted me to the need to understand and process the multi-faceted issues that arise, such as: accessible study places, financial problems, course resources, allegations of misconduct, event planning, even helping when students have a bit too much to drink! I am then duty bound to meet with senior members of the university to eloquently explain matters to them with the aim of making impact to bring about positive change and feedback their responses to the union membership.

I feel my drive to make a difference for others was deepened and became a core value for me after the CAP at the Hexham Youth Initiative, seeing the joy and happiness that young people gained form the staff’s dedication has left a lasting impression upon me to help others where I can.

I am extremely grateful for the knowledge and progress that the Rank Foundation’s School Leadership Award has furnished me with, as I know I would not be following the path I am on without the confidence and self-belief the programme gave me.

On reflection, the essential ingredient that unlocked my confidence was completing the CAP because it took me far from home, placed me among strangers and into a job I had not done before. I loved my time in Hexham and was warmly welcomed. I am proud of my CAP and dearly hope you will be too!

Embracing Growth – Rank’s 2024 Time to Shine Leader reflects on her first conference of the year

February 8, 2024 by Laura Price

“Hi. My name is Nhung.”

These five simple words marked the beginning of my English language journey as a little girl. Back then, when asked about my dreams for the future, uncertainty clouded my responses.

However, today, I proudly stand as a Vietnamese communications practitioner with an MA in Global Communication for Development & Social Change from Loughborough University. And in January 2024, I embarked on a new chapter as a Communications and Impact Officer and Time to Shine Leader at The Rank Foundation. My work focuses on enhancing both external and internal communications to support Rank’s ever-thriving network.

Allow me to share the story of how my 2024 unfolded.

It started on a positive note, etched in my memory by the day Sonia, my line-manager, called with a job offer just a few hours after my interview. I almost bursted into tears and couldn’t help but dial my mom’s number. A woman whose education journey halted at age 13, she’s not familiar at all with the intricacies of my academic and job-focused stories. But the pride and emotion in her voice were palpable as she heard the news.

I started the first week with the utmost warm welcome from Rank. But I confess, amidst information overload, I was nervous about uncertainties and sceptical of my own capabilities! And my line manager was the one who reassured me to take my time. By the second week, as I organised the information, and started to receive compliments from my colleagues, my confidence soared. This propelled me to attend the Time to Shine launch conference with newfound confidence.

Gathering in London for a 2-day residential conference at the Royal Foundation of St Katharine’s, East London, I encountered the concept of a “residential conference” for the first time. Icebreaker activities, organised by the Rank team, set a lively tone. We played mini games, shared organisational insights, and built connections. The positive experience continued over dinner.

The second day was pivotal, starting with Jen Mackay’s session on Leading with a Growth Mindset. Exploring fixed and growth mindsets, we delved into how they shape our learning, skill development, and goal achievement.

The session instilled in me the belief that our mindset influences our potential to be leaders in all aspects of life. Before the conference, I often believed I was insignificant, unqualified, and my contribution didn’t matter that much. But this time, I’ve learned that “whether you think you can or can’t, you’re probably right.” (Henry Ford).

A mini game reinforced these lessons, and our team collaborated creatively to perform the Happy Birthday song in Croatian!

Meeting our line-managers over lunch, we transitioned to Action Learning Set (ALS) groups, guided by our experienced facilitator, Chris. I delved firsthand into what ALS entails and how it works.

With objectives for the year mapped out, the ALS promises a year of growth and collaboration, and I’m eager to work with Chris and my ALS team all over the next 12 months.

We concluded the conference with Four Seasons Work Preference Profiling by Steve O’Smotherly, providing insights into individual work preferences and fostering a deeper understanding among team members. We collaborated with people sharing seasonal preferences and our line-managers to optimise the Time to Shine experience in the workplace. It’s interesting to know that the Four Seasons Work Preference is not designed to measure our ability and/or effectiveness in the workplace, so there’s no right or wrong!

Embarking on my Time to Shine journey, I am reminded that success transcends backgrounds and education levels. If I reflect on myself a year ago, with a fixed mindset, envisioning a little Vietnamese girl with an average English level from a mountainous area in Northern Vietnam, being the first in my family to pursue high school and beyond—how could I dare to imagine I could come this far? Yet, I’ve learned that persistence and hard work lead to success, acknowledging there’s still much to learn.

A dream job that leverages communication strategies for tangible and positive impact has become a reality. As a Time to Shine Leader, I anticipate encountering challenges and opportunities, and I am ready to embrace them all. “I aspire to become a professional communicator for development and social change” — a response to the once tricky question.