Chris Corrigan, one of my long-time friends and inspirations, has just started blogging again. This is good news – his ideas and views from the western shores of Canada about hosting, facilitating, conversing and including are always worth catching.

Today’s blog is a list of 10 interesting things from his ‘parking lot’ – the place where he stores ideas and material pending making use of it. My eye was caught by a short video of Patricia Shaw on the characteristics of a good leader from a dialogic perspective. It’s only six minutes long and well worth a watch.

I have summarised her characteristics, which are well-observed and very concisely delivered. She says leaders could do more of these:

1. Think about convening conversations that might not happen otherwise. Opening spaces for reflective inquiry.
2. Taking action visibly. Taking up a voice, speaking out, creating ripples where you don’t quite know the consequences.
3. Leaders shift the conversational life of the organisation. Having the courage and skill to invite and sustain free-flowing conversation which is not simply following a highly structured agenda.
4. Invent and improvise shifts in the configuration of speaking with each other – all together, in small groups, listening carefully. Work with conversation as an art.
5. Encourage talk linking large-scale abstract concepts to the small-scale realities of everyday life.  Many leaders are excellent at giving accounts of the former and are unable to translate these to the latter.
6. Know how to balance and move between written documentation with oral communication. The former leads to a narrowing and reduction of the richness of the latter.
7. Leaders can be very good at explanation and yet very poor at description. They are too eager to move towards simple cause-and-effect linkages, where a descriptive-reflective capacity to inquire into the way circumstances happen and change.  
8. Being able to evoke and notice ‘vivid moments of experience’, moments of common reference which have meaning for people in their everyday activity.
9. Pay less attention to generating yet another action plan and more attention on what is opening up in front of us in terms of small steps.

Each of these nine micro-practices can be seen to be part of a host leadership stance, particularly when combined with the detail and descriptive work of Solutions Focus. My eye was particularly drawn to:

• Using convening power – even when you don’t have formal authority to do so.
• Work in different ways with language and conversation – all together, in small groups, individually and so on, using the Four Positions of a host leader.
• Bringing people together to join forces to exchange, converse and emerge new ideas (rather than have a constraining agenda), in the same way that a good party is not scripted but flows this way and that.
• Taking small steps (as in the User’s Guide To The Future framework) as a way of positively exploring and learning, rather than as part of a huge action plan.

Now take a look at Patricia’s video below. Enjoy!

How do you like diverse groups of creatives and managers, build connections, help everyone to do their best work and produce something amazing that nobody’s ever seen before? Be a Producer! That was the message from producer Suzy Glass and Graham Leicester of the International Futures Forum at a fascinating workshop in Edinburgh.

We are at the start of the wonderful Firestarter festival, which has grown from 2016 to be an annual treat of workshops, presentations and learning opportunities to celebrate and build creativity and innovation in public services with a focus on Scotland. There is a packed programme of events over the coming weeks – all free to attend (if you can get a ticket – many are now sold out).

The event on the ‘Producer Competences’ was a new and interesting take on how create and build new things – ‘climbing the mountain that isn’t there’, as Suzy Glass put it. Around 50 people gathered at Whitespace in the shadow of Edinburgh Castle for an instructive and inclusive morning of talks, discussions and sharing. Graham Leicester led off by recalling Jacques Delors’ report from the last century on learning in the 21st century (now!) being about learning to Know, to Be, to Do and to Be Together. He positioned producing as the last two of these, connecting the role to his Three Horizons model.

The Producer has a role in linking up with could be (in the future) with what is now in the present. This role is widely understood (I think) in the arts and creative industries, but it’s relatively new (to me and others in the room today) in terms of organisational initiatives and community development. The Producer is often an outsider who makes connections to allow something – an event, a display, a performance, an exhibition – to be created. Suzy Glass is just such a person, and was lively and generous in sharing her experiences, freewheeling as she sometimes grappled for the words to talk about something she does but less frequently discusses.

Suzy was very clear that producing is NOT ‘project management’ (although project management skills are very useful). It is about finding a vital idea (with life and agency) which often means working with mavericks (not the easiest people sometimes, by definition). Then the idea takes shape, and the producer builds a team, helping everyone to feel comfortable as this shared space appeared and then to (we hope) learn to speak something like the same language. This is a gradual process! Often there are contradictory priorities like artistic coherence and financial accounting in the team, and the producer helps to bridge gaps, bring people together (and occasionally, I sensed, keep them apart). Helping everyone to take the next step confidently is vital – there is no existing map, and possibly not even an existing step to stand on, as the whole endeavour is ‘making it up’.

If the Producer does all this right, then the implementation of the project becomes obvious. We discussed how this means that good Producers are rather invisible, as they are deliberately shining the light onto those out front. Discussions emerged from the group about the challenges of all this in the organisational world, with some finding ‘high people’ who were blocks to change while others had supportive ‘high people’ but immobile middle managers. Suzy picked up an important point when she said that “getting the right people in the room isn’t a diary scheduling problem, it’s a leadership issue”. Graham came back to innovation, saying that there was ‘innovation driven by desperation’ which was about propping up the (failing) current system, and ‘innovation driven by inspiration’ which was about moving to something new.

From a Host Leadership perspective, it seemed to me as if there is a lot of good hosting involved in producing, perhaps rather more extreme than usual, with a very diverse group and apparently divergent priorities being brought together, perhaps initially against their better judgement, to do something not only new but never seen before. This surely requires both a tongue of silver and balls of steel! And a lot of patience, boundary-spanning, connecting, container building and inviting (at the right moments). This was a really fascinating start to Firestarter 2020 – many thanks to the organisers and to Suzy and Graham for putting themselves out front to give voice to some new ideas and possibilities.

There are some new developments coming soon in this area. Graham Leicester has produced a downloadable pamphlet on the Producer Competences, and a Producer Competences programme is planned by IFF based on the Watershed (Bristol) creative producers programme to tease out further learning for outside the arts sector. Contact Graham at the IFF if you’re interested! I’m hoping to keep an eye on these new developments myself as Edinburgh once again appears at the heart of innovation, the arts and community.