‘Bottom Up’ is the New Black

Leeds – Dec 1st

Whether it is more ‘civic enterprise’, community engagement or ‘Big Society,’ people with power, but increasingly little money, are looking for new ways to get things done.  The large capital infrastructure projects have not given us more inclusive communities and now we can’t afford them any way, so in some quarters at least interest is shifting from old school top down strategy to a more emergent process of bottom up development.  To processes where large numbers of people can shape their own futures and as a result the futures of the communities that they live in.

But making the shift from top down to bottom up is far from easy….

Over the last few years I have been developing low and no cost approaches to economic, personal and community development leading to new projects such as:

• Progress Schools
• Community Conversations
• Local Community Enterprise Accelerators (‘Elsies’)
• Innovation Labs and
• Results Factories

These are my best efforts to provide an infrastructure that allows the private, public, third sector and those of ‘no sector’ to give and get the help that they need to develop enterprising projects and people, and for the development of ‘community’ by building relationships and networks around local activists.  To bring ‘bottom up’ development to life.

This one day masterclass will provide:

• an overview of the ‘responsive’, bottom up philosophy that underpins each of these projects and its relationship to more commonly found ‘strategic efforts at community development and strategy implementation
• the implications for strategists and policy developers of the patterns and themes for development that emerge from these bottom up activities
• practical ‘warts and all’ insights into each of the 5 projects listed above including their progress, impact and cost base
• an exploration of the links between the various projects and how they work together to provide an infrastructure for progress
• an overview of the factors that drive their development and an exploration of how these can be managed
• insights into how the projects manage social inclusion
• opportunities to explore how these projects can be used to inform economic, community and personal development in your own area.

Who Should Attend?

• Professionals and practitioners interested in new apporaches to economic and community development
• Councillors and lcoal authority staff with responsibility for neighbourhoods and community
• Representatives from the private sector with an interest in community and neighbourhood development, corporate social repsonsibility or looking to develop links with their community
• Funders looking for new ideas in community development and regneration
• Local people looking for affordable and accessible approaches to community development

Find out more and book your place here - http://bottomupisthenewblack.eventbrite.co.uk/

First 15 to book get 50% off.

Elsie is Born…

I seem to have been a bit quiet on this blog, while I have been doing other things, including pushing Progress School along, working on Collaborate Leeds and incubating a new idea which has finally found the light of day today:

The Leeds Community Enterprise Accelerator or Elsie for short.  This provides a community based network of support to local enterprise coaches, advisors, facilitators, in fact to anyone who is helping someone else in the community to make progress.

I have high hopes for Elsie in post Business Link austerity economy.  I think it will provide a sustainable high value model to provide practical crowd sourced enterprise support to those that most want and need it.

Have a look at Elsie and tell me what you think.

How to Destroy an Enterprise Culture

This is the title of a workshop I am submitting to the International Conference on Enterprise Promotion, taking place in Harrogate next month.  Don’t know yet if it will be accepted as it bends the ‘submission guidelines’ a little.

Workshop Aims

• To illustrate how and why most contemporary interventions designed to promote enterprise usually have precisely the opposite effect;
• To demonstrate how narrow conceptions of enterprise serve to undermine the value of enterprise development for both funders and citizens and sells our profession short;
• To outline ‘in which direction progress lies’ if we really want to develop more enterprising behaviours in the community;

Conclusions

• We (policy makers, professionals and community leaders) need to re-conceive what we mean by ‘enterprise’ and ‘enterprise development’ and understand more fully its relationship to ‘entrepreneurship’, ‘business development’ and ‘community’.
• We need to adopt much more ambivalent approaches to ‘entrepreneurship’, of all kinds, if we really wish to engage ‘community’.
• We need to take seriously the principles of person centred development in our work to teach people how to live a ‘becoming existence’ and pay serious attention to a credo that says above all ‘Do No Harm’.

Sounds interesting?  See you in Harrogate.  Or get in touch.

Innovation and Enterprise….

Recently I have been reflecting with Imran Ali about the nature of innovation in the city (of Leeds in this case) and how it might be developed.  The assumption being that more and better innovation will be an unalloyed good in a fast changing, dynamic, complex yet very finite environment.

Most of the discussion has focussed on some obvious innovation levers that we believe could yield some relatively quick and easy wins, such as:

• encouraging more innovation across traditional boundaries of department or role
• seeking applications of technology for social innovation
• thinking as idealists rather than realists - exploring the art of the possible not just the pragmatic
• providing ‘investment ready’ development programmes
• engaging non traditional sources of funding in the innovation process and so on.

But the implicit assumption all of these approaches to innovation is of an innovative elite.  A creative class with the brains, the money (or access to it) and the networks to figure out how to make things significantly better for the rest of us.  Scientists, technologists, financiers, policy makers, politicians, environmentalists, campaigners, entrepreneurs (social and not so social) and academics are all encouraged, incentivised and trained to ‘unleash’ their creativity and innovation.

But how many in the city form part of that elite?  The hallowed few from whom progress is expected to emanate or who feel it is their duty to change the workings of the world. A few thousand perhaps in a city of 800 000.  I suspect it is less than 1% of those living in the city.

I believe that innovation, creativity and change in pursuit of progress, are essential human qualities that will find means of expression.  Regardless.

• How does the potential of ‘innovation’ play out for the rest?
• How do the processes of creativity and change in search of progress manifest for them?

Well, I suspect there is another slug of the population who are deeply engaged in creativity and change in relation to developing their  practice, in the more or less explicit hope, that they may be able to join the elite.  Training, learning, networking and thinking of ways to get their hands on the innovation levers.  Would-be entrepreneurs, politicians, students, scientists and bureaucrats who are working their way upwards and onwards.  Some, of course will join the elite. But most, by definition, will not.  And they will join another group of potential innovators.

These are the ones who do not wish to change the world/city/community.  Perhaps they have given up on the challenge. Perhaps they never engaged with it.  But the essential creative drive remains and will be expressed.  It may play out through personal lifestyle choices.  Living the environmental life perhaps, gardening,  reducing the golf handicap, pursuing cultural enlightenment, renovating houses/cars etc.  Progress is defined in more or less personal terms.  It is perhaps the pursuit of happiness rather social change.   Work becomes a job rather than a way to make a mark on the world.  Creative courage is reserved primarily for ‘out of hours’ activities.

And then there is another group who never really established a foothold in ‘the system’.  Those for whom a steady salary providing some level of ‘disposable’ income was never really ‘on the cards’.  Vocational and professional routes for creative expression never opened up for them.   From this group I suspect the systems demands not innovation and creativity but just passive compliance.  Do as your told, smarten up tour appearance, brush up your CV and look for a job.  Or at least pretend you are looking for a job.  But the drive to innovation will out.  Creativity will be expressed.

So when we are looking to support innovation in the city where is the great untapped potential?

• Does it lie in providing more and better support and training to the elite?
• Or should we try to mobilise middle England, Big Society style, to rally tot he cause?
• Or should we perhaps change the terms of engagement with those at the margins of the system?  To shift from a coercive approach to a coaching one?

Anyone for ‘Innovation Coaches’ in Leeds?

Big Society Business Support in Leeds

On Friday afternoon @culturevultures convened one of the best business support/development sessions I have witnessed in the last 30 years.

Some 30 creatives came together in a room donated by a local managed workspace to provide peer to peer support on a range of topics related to marketing, branding, writing and social media.  Lots of expertise in the room, lots of desire to explore and learn.  No-one labelled as an adviser – no-one labelled as a client.  Just lots of people willing to share what they knew and ask for help with what they didn’t.

No public funding at all.  Just people donating whatever they thought it was worth.  Donations were used to help pay for cupcakes and cocktails and an afternoon of fun.

Business development as it should be.

This is what the public sector could be paying for.

Scroobius Pip on Young Enterprise

Now here IS an enterprise ambassador!

An Enterprise Escalator? No Thanks! Give Me a Sherpa Instead

Kevin Horne is the CEO of Norfolk and Waveney Enterprise Services (NWES) ‘one of the leading business support organisations’ in the UK.  NWES is a members of the National Federation of Enterprise Agencies and Kevin has written a piece drawing attention to the NFEA’s Enterprise Manifesto.

Kevin goes on to describe the ‘Enterprise Escalator’ which provides a ‘comprehensive customer journey’, comprising:

• Outreach and awareness raising.
• Pre-start advice.
• Start-up training.
• One to one support.
• Access to finance.
• Mentoring.
• Networking.

On the surface, good sensible stuff.  But it perpetuates a myth.  The ‘escalator’ implies that, if start up is right for me, I just have to get on and I will effortlessly ascend to the next level.  It is a false promise.  It is the enterprise fairytale.  Real world is less ‘escalator’ and more ‘snakes and ladders’.  Less gentle trip to the shopping centre and more laying siege to the mountain.  It is life making work.

And what if it is not right for me?  Kevin rightly suggest that we need to signpost to other services – but will any of those really help?  I have seen too many people with aspiration and potential be sent back to the job centre because the job of helping them find their enterprising feet will just take too long.  It won’t fit with the neatly packaged funded services that look to provide a start up fast track.

Perhaps we should offer an enterprise sherpa service.  Someone who has managed the ascent before – but who has also, on occasion, failed.  Someone who recognises that this is a risky endeavour and needs to be carefully managed if it is not to cause damage.  Someone who can recognise when the time is right to push for the summit and when the time is right to do more training and preparation at low levels.

If we are to engage people in communities then we have to engage them ‘where they are at’.  Some will already have made it to base camp and are hungrily eyeing the peak.  It might not quite be an escalator but we can certainly pass them the oxygen, clip them onto the fixed ropes and wish them luck.

But many remain in the valleys and seldom look to the cloud covered tops.

We have to personalise our services and we have to recognise that many are not yet close to being  ready to start a business – now is not the time to launch an assault for the summit - but instead to weigh up the pros and cons of even considering a short trek.

Different people are at different places.

Some will be highly motivated but with few skills.  Others will have skills (that they often don’t recognise) but little or no motivation.  Some will have neither motivation nor skill. A precious few will have both.

The real ‘enterprise’ challenge is to engage those who have already decided that the ‘labour market’ is not for them and to encourage them to reconsider what they can do with their lives.  It is about reconnecting them to their aspirations, helping them to find belief and confidence and finding ways in which they can unstick their lives and make progress.  It is about helping them to see that their is an enterprise journey that might be right for them.  Can we cost effectively extend our sherpa service to engage and inspire them?  What are the costs of not doing so?  This should be the realm of the enterprise coach.

It is often a protracted job that requires a long term, strong, supportive, challenging, trusting and non-judgemental relationship.  It is not about the ‘Enterprise Fairytale’ and fast start ups.  It is about the hard work of developing people and helping them to find ways to dare to move forward again.

I wonder if Enterprise Agencies have the skill and commitment to required to develop an enterprise based service that will really start where many people are at?

Harvey Nichols as a Force for Good?

This morning, the very wonderful, Simon on the Streets had bit of a shindig with its supporters in the Fourth Floor Cafe of Harvey Nichols in Leeds.

Now Simon on the Streets is a magical organisation for many reasons.  Not only does it do great work with homeless people in Leeds (with bold plans to expand) but it does it with a philosophy of person centredness and respect for service users that is quite beautiful to see.

But this post is not about Simon on The Streets.

It is about Harvey Nichols.  And me!

I am firmly in the camp that says the economic and social development of Leeds has been far too heavily dependent on the retail and financial sectors.  So when Harvey Nicks came to town I was not one of the first through the door.  I saw it as yet another step in the grand brand invasion of the city I call home.

In fact as I queued to get in I commented to a friend that I had NEVER set foot in Harvey Nicks before, and that I wasgobsmacked that it was my relationship with Simon on  the Streets that had finally lured me in.  I was certainly a ‘fish out of water’.  A one man boycott.

The event itself was wonderfully managed.  Simon on the Streets message as ever gave me goosebumps and bought  a tear to my eye.  But I noticed something else.  The quality of the service in the cafe bar was also a thing of beauty.  They must have served 60 or so hot breakfasts while speeches were being made with barely any intrusion.  No dropped cutlery.  No clanking of china.  Skilled and efficient waiting staff who knew their work.  Not always the case!

After the event the General Manager of Harvey Nichols, Brian Handley introduced himself to me.  He had heard me mention that I had never been in before and asked me why.  So I told him about my one man, informal boycott of ‘up market cathedrals of consumption’!

I then listened to Brian tell me about many pieces of work that Harvey Nicks do to raise money for social enterprise in the city, but perhaps more importantly how they use their purchasing power to support Yorkshire based business, their venues to provide showcases for Leeds based charities and artists and their partnership work with 11 mills still making cloth in Yorkshire to help keep them in business.  He told me about the local sourcing of produce in the Cafe Bar.  And he told me about the pride and effort that they put into training retail as almost a craft occupation.  He also told me that Prada are a real supporter of Yorkshire textiles.  Some of my prejudices were well and truly put to the test, and exposed for what they were – prejudices.

Now I doubt that everything is the Harvey Nicks garden is rosy.  I expect there are chinks, perhaps vast gaping holes, in their CSR agenda.  There must be issues around carbon footprints and food miles.  I am sure there will be people thatwill tell me about their bad practices.  But here was a man who clearly was proud that he and his employer were doing what they could to make sure that not only does Harvey Nicks provide a great return to shareholders and a wonderful retail experience to customers, but doing it in  away that creates as much good as possible and does as little harm as practicable.

I have written before about my cynicism about the self congratulatory nature of some of the social enterprise sector and their demonisation of  ’for profits’, about how there are simply good businesses, bad businesses and a whole lot that fit somewhere in the middle.  ’For profit’ does not mean ‘bad’.  And being a social enterprise is by no means a guarantee of ‘goodness’.

Here was a partnership working for both Simon on the Street and Harvey Nichols.  And here was a ‘for profit’ ‘cathedral of consumption’ doing great work to keep local businesses going and support the third sector.

It was a useful reminder of my own message that there are just good businesses and bad businesses and sometimes it can be hard to tell the difference.

And to beware my own prejudices!

Your work is NOT person centred if…

My inbox is rammed with emails from various agencies of the State claiming that they are developing person centred approaches to service design, delivery and development.

Most are not.

• If you have set up a service designed to promote behaviour change because you have been told/asked/contracted to do so by a policy maker – then your work is not person centred – it is policy centred
• If you have developed a service that only works on predefined agendas, with pre-defined ‘solutions’ and services, then your work is not person centred – it is service centred.
• If your service works on a  premise that service users are in some way broken, faulty or otherwise in need of your modification (smoking cessation, weight management, more entrepreneurial, better CV and qualifications etc) then your work is NOT person centred.
• If you push your services on people without being invited, using systems of sticks and carrots, and large marketing budgets, to promote engagement – then your work is not person centred – it is, to some degree at least, manipulative and coercive.
• If you make decisions that prioritise achieving targets over the wellbeing of the people that use your service – then your work is not person centred.  It is target centred.

Person centred work is done:

• At the invitation of the person – they invite you to work with them - primarily based on their perception of your relevance to them and their agendas.  If people are inviting you to work with them and finding the process helpful then word of mouth will soon spread and you do not need to spend vast sums promoting your service.
• When the person sets out their agenda and accesses the support that they choose (rather than those that your agency is set up to deliver).  They always have choices and person centred work helps them to recognise these and prioritise amongst them.
• When interventions let the person decided whether they wish to engage with ‘professional service providers’ and/or with their neighbours and peers – they don’t assume that the solution lies with experts and ‘mainstream’ providers.
• When the ‘whole’ person is acknowledged and accepted – not when we fragment them according to our service design.  If we have a service that is just designed to promote health, crime reduction or entrepreneurship – then we are not person centred.

This matters enormously.

Once we start to take the ideas and ideals of person centred working seriously we can transform the impact of the so called ‘helping services’.  Instead of a Nanny State we can have an enabling and empowering state.  And people can really start to recognise their own responsibility for helping themselves in a context that is out to help rather than to fix.

Carl Rogers in On Becoming a Person had this to say:

It has gradually been driven home to me that I cannot be of help …by any means of any intellectual or training procedure.  No approach which relies upon knowledge, upon training, upon the acceptance of something that istaught, is of any use.  These approaches are so tempting and direct that I have, in the past, tried a great many of them.  It is possible to explain a person to himself, to prescribe steps that should lead him forward, to train him in knowledge about a more satisfying mode of life.  But such methods are, in my experience, futile and inconsequential.  The most they can accomplish is some temporary change, which soon disappears, leaving the individual more than ever convinced of their inadequacy.

The failure of any such approach through the intellect has forced me to recognise that change appears to come about through experience in a relationship.

…

If I can provide a certain type of relationship, the other person will discover within himself the capacity to use that relationship for growth, and change and personal development will occur.

Carl Rogers – On Becoming a Person

So my plea to you: If your work is not genuinely person centred – please don’t say that it is. You will just be serving to reduce the chances of genuinely person centred approaches ever getting a fair crack at the whip.

And if you you want to explore how you can adopt genuinely ’person centred’ approaches then please do get in touch!

Enterprise Coaching – One Day Workshop

Just been putting together a one day Introduction to Enterprise Coaching programme. Unfortunately because delegates are coming from far and wide we have a late start and early finish.

Here is the outline:

10.30 Arrive, register, welcome etc

11.00am Introductions and Objectives Exercise

11.30 – What are we Trying to Achieve with Enterprise and Entrepreneurship?

12.00 – Self Directed Learning – a framework for managing and leading our own development

12.30 – When I was a Kid – An Insight into (part of) our target market

13.00 – Lunch

13.45 – Situational Enterprise – understanding technical and psychological demands of the service

14.15 – The Enterprise Coaching Cycle and 4 Interventions styles

15.00 – An exercise in acceptant interventions

15.30 – Self image and enterprise

15.45 – So what might change?

16.00 – Close

How does it look?  Interesting?  Challenging?  Relevant?

Just been putting together a one day Introduction to Enterprise Coaching programme. Because delegates are coming from far and wide we have a late start and early finish.

Here is the outline:

10.30 – Arrive, register, welcome etc

11.00am – Introductions and Objectives Exercise

11.30 – What are We Trying to Achieve with Enterprise and Entrepreneurship?

12.00 – Self Directed Learning – a framework for managing and leading our own development

12.30 – When I was a Kid – An Insight into (part of) our target market

13.00 – Lunch

13.45 – Situational Enterprise – understanding technical and psychological demands of the service

14.15 – The Enterprise Coaching Cycle and 4 Interventions styles

15.00 – An Exercise in Acceptant Intervention

15.30 – Self Image and Enterprise

15.45 – So what might change?

16.00 – Close

How does it look?  Interesting?  Challenging?  Relevant?

What else would you want to see covered?

There is so much material and so little time!