The wide-reaching and, in many cases, devastating impacts of COVID-19 will continue to be felt for many years to come, and perhaps by few organisations more so, than those on the front line in the charity, social enterprise and wider social impact sectors. We are all aware of the deep inequalities in our communities, yet the resourcing challenges for addressing the needs grow all more challenging, alongside a complex policy and regulatory environment and the constant of social media. Before March 2020, many organisations were already undertaking transformational change and embracing transition in their organisations, responding to a rapidly altering environment, including around the opportunities and challenges of digital.
Many leaders have told us of propelling transformational change forward at unprecedented speed, as the need and opportunity arose through the pandemic. Almost 2 years on, we have transformed and transitioned personally and professionally many times – we now need to transition out of this holding pattern. This will take resilient, adaptable leaders, able to support beneficiaries, teams and organisations through increased levels of uncertainty, with mission at their heart, and strong values as a guide. Where leaders need to point to and how they define and deliver that mission for the biggest impact has changed, and will continue to as we transition out of the pandemic.
We have also heard from leaders that they are reassessing their organisation’s strategic direction for the future, but the huge challenges of continuing to lead, when the personal cost has been so great through these last two years. Many are looking for renewed energy, perhaps through a fresh challenge, having given so sacrificially. Prior to the pandemic, we had planned out this edition of CANVAS, to look at ‘blue chip charities’, being lead through transformational change. How fortunate perhaps not to know the future and the harsh realities of the months to come! I think we will all agree that the sectors driven by social purpose have never been more needed, but we hear from those we meet that the experience of leading has never been more challenging.
At Saxton Bampfylde we have the privilege of meeting the most exceptional and inspiring leaders. One such in Steve Douglas CBE, who was appointed in a virtual process and joined homelessness charity St Mungo’s as CEO in 2020. In this edition of CANVAS Steve reflects on a very unusual first year in post, having taken on the role in the height of the pandemic. He speaks candidly, sharing his experiences of having stepped into a new leadership role at such a challenging point in time and setting a strategic direction for an unpredictable future. Steve explores the theme of inclusivity and diversity, highlighting the importance of lived experience and its vital role within St Mungo’s, and discusses the concept of action learning: the art of taking lived experience and learnings as a basis from which to shape plans for the future. We are indebted to Steve for finding the time to talk with us and share his experience, thank you so much.
In this edition, we are also pleased to welcome several new Partners to the Saxton Bampfylde team. Firstly, we hear from Jonathan Whymark, Occupational Psychologist, as he explores the complex balance leaders must strike to find a sustainable way forward for their organisation, delivering strong leadership to both their staff and service users.
Dialling Up the Mix: Perfecting the Leadership Skills
We are also delighted that Vidhu Sood-Nicholls, has joined us from Teach First, where she was Director of Fundraising, bringing us exceptional experience of sector leadership. Her wisdom and empathy for people and leadership is already being greatly appreciated by colleagues and clients alike, in Social Impact, as well as in other sectors.
View from the River: Team insight with Vidhu Sood-Nicholls
We also hear from Kat Mason, formerly the Chief Executive of MediCinema, as she steps into Saxton Bampfylde’s Social Impact practice, preparing to take a more prominent role as Rachel Hubbard moves back to her roots of working predominantly on Board appointments in the Board Practice, across the commercial, public, as well as social impact sectors.
We welcome any thoughts, comments, or inputs you would like to share. We hope you enjoy this edition of CANVAS.
