Leadership development across the sectors
Is business missing a trick in its support for the voluntary sector?
By Andrew Wilson – Managing Director, Corporate Citizenship
It is an established fact of life that the third sector – voluntary organisations and community groups – plays a vital role in regenerating and empowering communities. Indeed, many would argue that action to address some of the most fundamental social and environmental challenges of recent years has come about as a direct result of the pioneering work of third sector groups.
Business certainly recognises the power of the third sector to encourage positive change and help create a cohesive and sustainable society. They are keen to work with charities and other voluntary sector bodies to reinforce their credentials as responsible corporate citizens. Very often this support takes the form of cash donations or relatively low-skilled volunteering opportunities. While these contributions are extremely valuable and valued, it is legitimate to ask – is corporate support directed in the right direction and can business do more?
Recent research, commissioned by the Association of Chief Executives of Voluntary Organisations (ACEVO) and undertaken by Corporate Citizenship, set out to understand how companies can work with the voluntary sector to strengthen and support leadership development. A key focus was the extent to which businesses are able to use existing approaches to corporate responsibility to work with charities on leadership development initiatives that deliver mutual benefits and learning.
The research looked at a number of specific examples where business leaders and their voluntary sector peers came together through mentoring programmes and action learning sets. There are a number of overarching themes that capture the major lessons to be learned from those participating in the study.
First, there is huge potential for business and the voluntary sector to derive mutual benefits from a cross-sectoral approach to leadership development. Many interviewees spoke of a “two-way learning process” with both partners benefiting from the exchange of ideas and approaches. The improved understanding and respect that grows when leaders from both sectors develop together enables participants to affect real change in their leadership style. This change in leadership style benefits the individual, the teams they lead and the organisation they work for.
Closely related to this issue is the fact that working in collaboration affords business and voluntary sector leaders the opportunity to build valued and lasting partnerships. Interviewees from both sectors spoke about the change in mindset and attitudes brought about by working together across sectors. The process allows leaders to develop a deeper knowledge and understanding of a wide range of social and environmental issues – and to broaden their understanding of the respective roles business and the third sector can play in addressing them.
For their part, businesses that are successfully partnering with the voluntary sector view this as a real opportunity to give something back. Companies increasingly recognise that in order to prosper over the long-term they need to understand their place in society and play their part in addressing broader social and environmental issues that are of direct relevance to their business. Working with voluntary sector leaders whose organisations are addressing these same issues is an ideal way of demonstrating a company’s commitment to take action.
At a broader level, working with third sector leaders enables business to provide direct help to organisations that are making a vital contribution to social cohesion. Clearly this is core to many corporate responsibility programmes – helping to create a more stable society in which companies can operate successfully. There is a tangible business benefit to be gained from working with others to create a strong society and a sound environment.
In order to build successful partnerships interviewees highlighted the need to ensure equality in the learning process. There must be a meeting of minds and parity of status. In seeking to provide help, advice and guidance to their voluntary sector peers, business leaders should at all costs avoid the sense that they have all the answers.
The overall message coming out of this research is that the benefits enjoyed by companies already taking action in this area provide a compelling business case for others to establish similar cross-sector leadership development programmes. There is a real opportunity for business to make a huge positive impact on individual leaders in the voluntary sector, and through them and their organisations, to address directly some of the toughest social and environmental challenges facing business and society today.