Welcome to Lead On – the newsletter from Clore Leadership which seeks to explore, stimulate and share perspectives on the issues currently impacting the leadership of culture. As with many areas of the UK economy, the cultural sector remains deeply challenged as organisations work to reopen, reboot and build for a sustainable future. Working patterns are shifting, new working norms are being established and flexibility is premium as we navigate ways through uncertainty and change. For many the world of work still holds fundamental questions - of security, of longevity, of predictability. Lead industry bodies and trade unions have canvassed their members to produce impactful data and analysis outlining the distinct challenges faced by their communities of interest. We have also benefited from the actions of newly formed alliances, who have championed and shared the impacts for discrete groups – freelancers whose income dropped overnight; employees anticipating the end of the Furlough scheme; workers made redundant as organisations implement changes to business models; or those placed at risk of redundancy with consultations seeking cuts of 40/50/60% to the teams from March 2020. We are hugely fortunate to have a sector brim-full with resilient, generous and agile producers who have acted fast to intervene for positive change including (but not limited to) Freelance Task Force, #WeShallNotBeRemoved, #AllOfUs, or Inc. Arts. It is also heartening to see several Clore Leadership alumni steering those developments, as highlighted in our Leadership in Action series. However, whilst these interventions are making a tangible positive difference for the groups they serve, I’m increasingly pondering whether there is still a gap at a strategic level? The cultural sector prides itself on the creativity and ingenuity of its workforce. Significant elements of that workforce are stepping away, or being cast away, from our industries. Might we gain a full understanding of the impact of impending restructures and redundancies on particular sectors, specialist areas, geographical regions, and diversity and inclusion aspirations? A macro-level mapping of the impact of Covid-19 on the sector workforce as a whole seems imperative – otherwise, how will we know the new dynamics, strengths and challenges for the people at the heart of delivering our next successes? That’s one of my big questions as we head into autumn 2020 and a season of quite unprecedented complexity. More questions than answers at this moment in time… Hilary Carty, Executive Director, Clore Leadership Join the conversation by emailing us or reaching us on Twitter, LinkedIn or Instagram - @CloreLeadership. |