This document covers material from a workshop on third sector leadership and management. It discusses the differences between leadership and management, with leadership focusing on clarifying mission, motivating people, and focusing on tasks, while management focuses on efficient administration and processes. It also covers challenges of managing third sector organizations, including limited resources and demands for consensus. Project management concepts like objectives, timelines, budgets and deliverables are introduced. The leadership process of vision, inspiration and momentum is outlined. Good partnerships are defined as having clear benefits for both organizations, efficient decision-making, agreed upon roles and deliverables in writing, fairly distributed risks and benefits, manageable meetings and paperwork, trust between partners and enjoyment of working together.

1. Third Sector
Leadership and
Management
Workshop Three
Certificate in Higher Education
Charity & Social Enterprise
Management

2. Today’s session
 Leadership: your experience
 Leadership and management
 Third sector management
 Managing people, managing projects
 Partnerships

3. Leadership vs management
“Management is about doing things right,
leadership is about doing the right thing.”
“Management is essentially about
resources, leadership is essentially about
people.”
From Allcock Tyler (2006)

4. Leadership vs management
“Management is concerned with the efficient
administration of the organisation…the
establishment of processes that make the
organisation work…the creation of structures…
development of plans, the control of budgets
and the costing of services.”
“Leadership is what clarifies the mission,
motivates people, seeks new opportunities,
gives organisations a sense of purpose and
focuses people on the task.”
From Hudson (2009)

5. Leadership vs management
“When acting as a manager, you are
required to engage the requisite process
– the standard operating procedure
(SOP) – to resolve the previously
experienced problem...when acting as a
leader, you are required to facilitate the
construction of an innovative response to
the novel or recalcitrant problem.”
From Grint (2010)

6. Managing in the third sector: challenges
1 The ambitions of many 3rd sector organisations
mean there is always more we can do.
2 Others will often try to intervene in your work and
manage for you, or resist your management
3 Some third Sector organisations demand
consensus for every decision
4 Users, beneficiaries, or members should be
empowered to make their own decisions
5 We need to do everything on the cheap – so no
resources for you!
6 We are all busy, and your senior manager is
more interested in delivery than in managing you
7 We are a charity, and we can’t tell our staff to
change, or, God forbid, get rid of them altogether
From Hudson (1995)

7. Features of Projects
 Unique
 A team effort
 Specific objectives
 Start & end date
 Budget
 Specific deliverables
 Variables of size, complexity and duration
 Can fit within larger projects
 CHANGE!

8. Project Management
Cost
Time Quality

9. LEADERSHIP PROCESS
Vision Inspiration
Positive image of what the
The ability to move
enterprise could become
people to action
Momentum
What carries the firm to
its destination

10. Good Partnerships
Clear and unambiguous benefits to each organisation
Efficient decision making methods for the partnership
Roles and deliverables agreed upfront and written down
Risks and benefits spread fairly between partners
Meetings and paperwork are kept manageable
People in the partnership enjoy working together
There is a high level of trust between partners
From Dearden-Philips (2008)

11. Written assignment
Q&A

12. Andy Brady Contact Details
0845 196 6888
07906 617004
andrew.brady@anglia.ac.uk
www.3rdsectorfutures.co.uk