Leadership of Inclusive and Sustainable Cultural Organisations

Foreword by Amparo Leyman Pino; Introduction; PART 1 Developing the individual as a leader - 1. Self-belief and self-confidence; 2. Role models or finding your own style?; 3. Learning on the job vs. being trained; 4. Self-reflection; 5. Recognising your weaknesses and blind spots; 6. Managing your own well-being; 7. Flexibility: Welcoming challenge and different perspectives; 8. The power of a personal network; 9. How to respond to criticism; 10. Modelling values and behaviour; PART 2 The tool box: The skills you need - 11. Strategic skills: Don't get bogged down; 12. Political antennae and horizon scanning; 13. The emotionally intelligent leader: Listening, empathy, sensitivity, care and compassion; 14. Financial skills: Managing the money; 15. Fundraising skills: Following the money; 16. Business planning; 17. Being entrepreneurial; 18. Understanding law and rights; 19. Building trust; 20. Understanding users' needs and agendas; 21. Effective delegation; 22. Influencing upwards; 23. Engaging with uncertainty and risk; 24. How to have difficult conversations and deal with uncomfortable issues; PART 3 Leading a sustainable organisation - 25. Where does leadership sit in your organisation?; 26. Finding common purpose; 27. Leading change; 28. Balancing conflicting priorities; 29. Chasing funding and how to say 'no'; 30. Leading a specialist workforce and the problem of silo-working; 31. Internal communications; 32. Developing distributed leadership and sharing decision-making; 33. Staff morale and well-being; 34. How to deal with restructures, redundancies, cuts and downsizing; 35. Crisis management; 36. Capacity building: When to use consultants; PART 4 Diversity and inclusion - 37. Why valuing and respecting difference makes your organisation better; 38. Identifying and dealing with racism and bias; 39. Equitable recruitment; 40. Using inclusive language; 41. Building a diverse leadership team; 42. Supporting champions of inclusion across the organisation; 43. Diversifying staff and visitors/users; 44. Building a participatory organisation; 45. Accessibility; 46. Digital inclusivity; PART 5 Governance for an inclusive and sustainable organisation - 47. The strategic role of the board; 48. Roles of board members in leadership; 49. It shouldn't be who you know: A skills-based board; 50. Board diversity and young trustees; 51. Ethical behaviour; 52. 'Founder's Syndrome'; 53. Working with, and influencing, your governing body, and the relationship between chair and CEO; 54. Conflicts of loyalty; 55. Succession planning and transition leadership; PART 6 Leading a learning organisation; 56. What is a 'learning organisation'?; 57. Evaluation as learning; 58. Organisational reflective practice; 59. How to harness internal networks; 60. Don't avoid uncomfortable issues; 61. The importance of organisational memory-and how to sustain it; PART 7 Advocacy and external networks - 62. Advocacy with politicians; 63. External communications as advocacy; 64. Strategic peer networks and mentoring; 65. How to involve stakeholders; 66. Developing partnerships; 67. External voices and critical friends; 68. How to respond to popular causes and campaigns and survive 'culture wars'; Appendix A: Resources to help you; Appendix B: Useful publications; Index.