This blog was co-authored by Leigh Brown and Naomi Diamond.
We’ve been exploring what kind of leadership is needed for Human Learning Systems (HLS) – and it’s clear that a new approach to public services requires a new kind of leadership.
Just to be clear, we aren’t talking about management here. When we talk about
leadership (for HLS and otherwise), we mean the practice of mobilising people
and systems towards shared goals and good outcomes. Leadership is an activity;
anyone can be a leader, from any position in the system. When we want to refer to
leaders with positional authority, we’ll call them senior or ‘formal leaders’.
We’ve seen that formal leaders have important work to do to ensure that an HLS
approach can be embedded and spread, not just siloed to a particular piece of
work or team. But they must also continually reflect on when they can devolve
authority or make space for those closer to the work to lead. This is complex
leadership work, arguably more difficult than traditional command and
control – but far more rewarding and joyful when it works.
Have we sparked your interest?
Read our long form blog below that addresses leadership as whole – across systems, and looks at the role of formal leaders in making sure leadership is an activity that isn’t restricted but instead is more greatly devolved to people closest to the work.
Email [email protected] to find out more about how our leadership programmes and practice could support your work.