I’m gonna try and catch time it’s a skill I’m cultivating how to make up time and I say that so that you don’t worry you will not be making it dinner if I know I’m between you now and the drink and that’s a horrible space to be have also hotly after teeth slot which when you’re planning events the confidence that you kind of know is a little bit of the decks lot so what I should do is get you up dancing or something like that but we will do a bit of movement yeah so just hang in there if not here’s how to seat with your eyes on any of those techniques use them but try not to snore that’s the only one that I’m not peed on all the others are legitimately so my name is Hilary Carty I’m the director of floor leadership when we run leadership programs in across the UK we’re based in London but we work with anyone who’s working in the culture and creative industries museums a film media we go as wide as possible we work with mixed groups all the time because actually that peer interaction that cohort is one of the benefits that you get from working with people who aren’t necessarily cheek-by-jowl with you in terms of your industry or your practice so we put people together quite a lot we run the dentures we won run one day program we have a big longer our fellowship program I’ve put the website at the end if you want to find out more leadership that brilliant then speak to me afterwards but what I want to do this afternoon is to zero in a little bit more on the issue of what are the issues that were talking about were we’re talking about cultural democracy what are the values that underpin the way that we work and what are the choices that we have and who decides those choices so really what I’m trying to look at is how do we take this to the individual because one of the things that scares me about words like democracy and then it’s cultural democracy is I can sometimes feel that it’s bigger than me and it’s this big amorphous thing and I kind of must sign up to yes of course I believe yes I’ve got my statement but I don’t actually know how to engage with it I don’t know where I am I don’t know how I feel I don’t know what I can do and what that does with to an individual is that it makes you feel quite small and it makes you diminish into your smaller self and very few of us operate effectively from our smallest self we operate effectively where we can be quite expansive where we can explore our curiosity where we can say I’m not really sure tell me about what is and that will be our kind of larger because we’re open we’re porous and we’re not scared to actually just open up to an adventure open up to learning open up to something that we don’t know many of our institutions these days have a hierarchy that’s just how it is boss gonna be boss thinking about being boss oh my god is there a boss thing that I could even get to do not even think about it and we give how do we work those structures and one of the things of pride is where I’m system or cost right now I’ve been middle management which means I can see it etc those hierarchies can sometimes be just down because we’re not allowed to do something according to our tiers where am I am I allowed to etcetera that’s another thing that makes small and hinders you one of the good things about current practice in terms of leadership and hierarchy is that we work with more dispersed systems we’re trying to flatter the legs so rather than six seven eight layers before you get to decision-makers we’re trying to say actually where is the best place with these decisions to be made and actually in terms of a decision about working with a community it’s probably not a chief executive or board level it’s probably here at a level four five down in the tiers as it were where you’ve got to be engaging active knowledge active experience and so as leaders within these institutions we are very much encouraging that dispersed leadership who is the best place person to make the decision about this thing and actually

work where they’re where the energy knowledge and experience is so in order to be able to make those decisions when you’re not called cheap anything or senior anything or whatever but you are still active in the issue you need to feel empowered you need to have what we’re now calling agencies then kind of current word social agency if it’s about activism but you need to feel that you can make a difference and so what I’m gonna do in the next hour or so is essentially just look at some strategies some tools and some perspectives that help you to feel that sense of empowerment that help you to feel that you can engage you know it’s that thing that they say about turning off the light bulb and you sometimes think Oh what difference is my light bulb only but actually if every one of us in this room turns off the light bulb it will make a difference and we need to get to that space of thinking and my one finger on switch will make a difference because I’m doing it and others are too so we want to get to that collective space we want to get to a space where we understand who our allies are because again when were working it’s really good to feel that there are people who are partnering with us people who have the same ambitions not necessarily the same strategies but they want to achieve the same things and begin to look across and say what are you doing how might what do you think those are really important things as well that give us that sense of empowerment so we’re going to talk a little bit about that today so first of all let’s have a look at the issues in our environment and I’m thinking up for one of the questions here which basically says we need a basic foundation or understanding of what cultural democracy is what are we talking about so let’s just bring ourselves in this room we have to solve it for the whole world world but let’s just solve it for us in this room today somebody give me a quick words that you would associate with cops with democracy just so that we can say ok this is what we’re talking about throw the money – sorry representation representation interesting agency I think participation will start you know he’ll else did I miss truth positionally decision because choice sherry daya did you begin to get an idea of why this is difficult because it’s quite demanding next week isn’t it I mean we want to be decision making but we want to be sharing we want to be inclusive we want to have agency we want to have dialogue we want to represent we want to collaborate and let you people to co-curate as well hmm thank you sorry and and and so that’s why it’s not easy it’s not easy because we’re talking about complex things America have that sign up about complexity so let’s not feel beat it because we haven’t got the answer already it’s only half the story give us to fall so we haven’t got the answer because it’s complex because it requires us to deal with multiple views multiple perspectives and it requires us to sit in different chairs in order to acquire information acquire knowledge and then decide how we can act that’s why we don’t necessarily wake up feeling right Here I am with my culture democracy action but at the same time even with this sense of complexity it’s important to feel that you can do something you can act the issue is to admit the challenge work with the challenge and not ignore these things be cognizant of them but actually here is a critical thing which is about choice where are you sacked with all of this what can you do when you act with

strength on this can you pick up on the inclusivity and work with that or actually are you in this space where cooperation is actually the most effective action that you could make so one of the things that we want here is how do you eat an elephant one bite at a time so choose your bite you’re gonna start with the leg because one of the whole animal but you can nibble away yes and so what’s the most effective place for you to stand what’s the most effective area for you to grapple with and to start there because if you start from that space whilst being cognizant of the rest you can start to make that difference so I’m going to have a quick series of questions for you culture democracy we’re in this field we’re in this area what supports cultural democracy and what impedes it so I love you just in two minutes to turn to the person next to you and chew on them just go for it there’s no right or wrong answers not going to have a full dinner off this one so just given the starter what supports cultural democracy and I put what impedes because sometimes it’s it’s the converse that helps you to get to the active answers just responses quickly believe in it believe sherry yep leadership your director sharing the vision we need your institution being democratic yeah but we’re getting the gist there these are the sorts of things that we need these are the sorts of things that support that issue and cultural democracy the next question I’m going to ask what’s your organization’s relationship with culture democracy I ask this because actually some of our organizations don’t have a heck of a lot to do with this if you look at it directly so women in this space you can kind of feel oh my gosh insurance you know really I really ought to be thinking about this Center but is that the case what is the purpose of your organization and does it have a heck of a lot to do with cultural democracy or not two minutes choose someone else now I’ve added two more questions were you hearing who are you for and I mean that as your organisation and I don’t want you to spew your mission for me I want you to really grip this why are you here why is your organisation here in relation to cultural democracy why your organization here and who is it for so just add those two specifics into that discussion you’ve didn’t happen I’m hoping that my teeth even these questions for giving you insufficient time to distribute to your dinner conversation okay so how did we go with that one couple of responses to the what’s your organization’s relationship with cultural democracy are we at the forefront should we be right there as the banners or is our relationship somewhat further back any responses to that not always so nice when they’re on the

receiving end today and you can imagine what our communities feel when we’re flirting with them in that culturally Democratic space it translates immediately doesn’t it but thank you for admitting that sort of flirting with because that is what all the motivation to know that sets out like what we’ll do today is not an intention but it can happen and then you have somebody else becomes a priority yeah so your priority ways and I think there’s a bigger conversation around how the funding situation helps to facilitate – well it does doesn’t it yes yeah okay yes but also included extra funding in order to be a cultural project that shows that the structures that we have in place as an institution themselves or not – no practical yet so I think it has different layers where individually everyone’s like Pelle yet democracy and then as an institutional culture yes we’re getting nerve within structures like buildings and connections are an inhabitant and they are not passing the buck but it allows for saying this is my job this is neroli in this structure and that’s not democratic so how should I be we will show movement is widely understood by people don’t want to be Democrats they don’t necessarily know what it means to them anyway submission change yes historically those people trying to I think the systems policies we went to everybody wasn’t there but that issue we’d like to flirt now with the issue of being relevant and that means a different engagement which is different as you say from how we were set up or how we operated thirty years ago because actually the construct that if society is different and what people expect from their institutions is different than it was thirty years ago a year so if someone had this great idea of gaming collection many others yes yeah as an organization the thermosphere us I think this hugest shoots deal with finding screens it’s really really needed to drop the colitis yeah when you come Sookie go – yes I remember back in 2003 I worked on the Olympic bids in London and there were a couple of schools which by the time we actually secured the bit they would just say no no no no no more thank you very much happy 2012 down and because yeah we tend to go back and we ask for that engagement that participation strong message we have rappers still trying to weave our way through what does that mean and how we gonna comment because there was a lot of productions that was made last year’s feeling delicious it doesn’t share it doesn’t think it’s

some organizations it can be easier to do something that is a form of activism as long as you don’t name it as such and sometimes dating is that’s get the heck Packard’s up and that’s what could cause problems within your institution there’s always if he’s explain what you’re doing and maybe separated out from the part about an agenda so quite jazzier yeah also sorry just the onion that I’d say our institution is like for 1860 crisis though you know what the original purpose is public I’m sitting uh-huh and actually these are so fun to have education and they used to close the building one point for students to be able to drill from the works so I refer back to that quite a lot just like when I’m going excuse me actually this was public saving face and actually was for the people that was once even its original incantation with all the problems that come with that because a twenty was formed whatever that was the original intention and learning and engagement education was part about it was built into it and it’s really helpful to know that time to draw on that when the tribes make convincing arguments growth yeah when we’re talking about the fact that for example go to a democracy is not something that that’s not written in the original draft in a Chicago Gardens but actually we think about what civic means and what public means or whatever like that’s not to permit is essentially about four people and that’s I think that’s a language to be able to bring about you see people to make sure see actually at across my teammate in wrong insanely make me fats and yeah two more questions for you what are you doing well and what needs to improve now when I ask these questions people will immediately go to what needs to improve because we work on Deficit models for some reason it’s the funding what are you doing well make yourself hooked out three things on a piece of paper that you’re doing well because it’s really important to understand or what our strengths are so that we can operate from our strengths so that we can build we can repeat we can do it a different way so let’s not just go to the den set three things that your institution is doing well or you are doing well within the institution draw them out if you can just know them and make them in your head write them down return but I really want us to focus on question three before we go into question

when we see it all the time okay so part of the conversation great calling things out anyone in this column inching up from being so working towards being more and more accessible so opening access whether it’s done on that general kind of Public Engagement whose beer or whether it’s the more targeted if trade routes are full and collaboration with working with very distinct communities with very significant access okay so that opening that desire to be open and mechanism Tara’s okay final column it’s really important to understand that we have and are using strategies that are working well so it isn’t all doom and gloom it’s just that it doesn’t feel that way all the time but it’s important to understand the things that we’re doing well so that we can repeat them so that we can acknowledge those that we share them so that we can make them parallel in different situations please hold tight to those lists they are important we discard the things that we’re successful at far too easily but I do want you to have a look at what needs to improve because that’s the British thing to do so just two things that need to improve I know you listen is 22 seconds at this one so what are the things that need to improve what I would like you to focus this particular question on I’m not one of the things that your institution needs to improve but what other things that you need to improve I’m going to focus this now on you why are the things that you can do in your role where you are in the Boston boss to improve two things yep okay I want you to hold those rather than sharing them right now and we’re going to come back to those towards the end so I want you to hold them but again holding quite tightly because those are the things without deep conversations with collaborations are doing a survey but almost instinctively he responded with those things and you responded from your gut now the key thing is you must by now be saying do you mean me I mean means little on me when I must small itself I’m the little Hilary from damage it’s that little girl is the little one who somehow or the other is constantly looking up and trying to be etcetera etc yes I mean you because actually one of the things that we need to remember is that individuals to make up the institution we are the institutions institutions are at their core people systems and processes that coordinate and work together and the processes that systems don’t drive the people although sometimes you do feel that way but actually it’s the people who drive the systems and the processes which means that we actually do have a voice we do have agency we are part of the active agent that can make change so we need to really feel that sense that even though I’m only one person in this collective that is in the if that is the institution I can make a difference I might be able to do it on my own I might need allies I might need permission I might need a whole sort of thing but actually if I can connect then I can change the systems and the processes and make change but people make up institutions I remember when I worked I was a director of dogs at the Arts Council for a number of years and people used to talk about the Arts Council Arts Council I used to go what you mean me because as director of dance I’m making some policy decisions and they talked about the Arts Council and I’m going well actually if you can tell me what it is that you might want to do or change etc etc I will try to see and I can’t just click on my own and I got to build allies and I’ve got to talk and policy change takes a long time but actually the Arts Council is a set of people in different

roles who make things happen and that’s exactly what you are in your organizations and institutions if it doesn’t always feel that way and it doesn’t always feel that way because we don’t always feel powerful we don’t always feel that we can make a difference and in today’s society we’re encouraged to have a really challenging relationship with our power when we use the word power we think of abusive power so rather than standing tall in using my agency might power my ability we think of it as something that’s more diminished I’m just going to get you now to move if you don’t mind if you’re able if you’d rather sit down that’s fine I’m gonna say that we have three people in the room and I want you to follow your leader so only here not anybody want to give over here we have the episode gorgeous my present right here we have President Putin and over here we have County follow your leader Obama Andy just to each other why you chose that particular leader why did you choose this particular leader just talking in small groups enjoy your attention to the drachma mr president booty doesn’t happen I mean exercise like this everything you can get one to the maximum on August 3 and I have often swapped pudding for Margaret Thatcher another Pleasant beings always has this dynamic so let’s hear from those who chose County why did you scare me well I just think it was his conviction – Brock even with it it was just literally and his legacy as well but he convinced people nobody is doing in a good station of his right and we would benefit everybody secretly so it’s not okay yeah I know

we might have some in terms of impacts and effects and make things happen as long as you agree with the making yeah so now please in your small groups just talk about that leaders relationship to their power what’s their relationship to their power how do they engage with it do they acknowledge it are they conscious of it do they overtly use it do they passively use it what’s their relationship to their power just a couple of minutes to respond to that Oh relationship with authority okay

sometimes was like a frozen yes he was so considerate about what he was doing and took and he was doing like you don’t get that kind of talk from that sometimes it leaders but you know personally I think that’s why I’m here okay so coolness but not always the most active or proactive think it frozen frozen okay any other yes Sigma C was one with dignity it’s temporary and can change and that’s their own limitations the calibers are limitations to power relationship what Danny does is recognize is his lack of power in a colonial situation so you know the situation again relationship affect power is that actually when you’re looking at those three individuals I don’t always have all men but they they make nice contrast so forgive me of using those they actually use that power very very differently so they have a cognizance of what their power is and they use it very differently some very overtly some rather more subtly and some in a very very dynamic way so I’m going to ask you question authority without power yes absolute authority not necessarily

waiting with power okay what about this one can you influence without either power or authority so tell me that one what’s happening they’re campaigning no sense o protest yes there will be small things that get you noticed yes so what I like to look at with this is that what authority is about the law about the status I have authority right now because I’ve got the clicker see I’ve got the status I’ve got the role and called chief something senior something head of manager that invested in me in my position so I have the right to make that decision it’s invested in Who I am what I what I stand for whereas power is much more something that’s our negotiation with people and it’s our ability to act so if we look at someone like Gandhi he didn’t necessarily have the authority at the outset but he acquired his power because of his people based power he found his legitimacy through interactions with people and because people followed him he could then have an impact whereas if you look at someone like President Putin he operates very much from that authority from his status from the right it is my job I make these decisions what about influence influence very much more vested in your capacity to reflect your capacity to change and that’s why I think you can have influence even without power people based or authority status and role base and if you think about it in the latter couple of years of his presidency President Obama had the authority but nobody was had the power because the people wanted him to do things but he still couldn’t create the laws that he wanted and what he had to use in the end was his influence his capacity to affect so he could not do the Putin of just saying this is why I like I’m going to make it happen he didn’t have the numbers in the legislature legislature one event he didn’t have the numbers of people to actually pass the laws that make it happen so he had to use his influence and he finally did influence the agenda to a limited extent but one of the reasons I highlight that is to show you that Authority you can have it can be taken away how you can have or you can not have but influence is always within your gift and if we can remember that we have the ability to make that difference through influence then that’s where we as the individual within the organization can operate because we might not be called X Y or Z we might not have the power to just make it happen but we can influence and you start to feel that you can engage when you understand your ability to influence the decision influence to change influence things that make happen now you’re going to be set these slides so you don’t need to write it all down but I’ll just quickly run through the sources of power can come from your status they can come from reward if you do this hoping I’ll give you a pay rise I’ll make it good for you it can come from information if we hoard the information and I’m not going to share it with you until 4:00 that’d be a mood finance people no I will show you what we but it is but just don’t stand well if I knew my budget I could make some decisions no no I’m not going to tell you network power is so critical network power are your eyes they are people that you know socially they are the people that you know outside of the organization which is why group gatherings like this where you get to meet with people who you’re not necessarily working with that’s so important because this is now your network I hope you have swapped business cards all day I hope you have spoken to everybody in this room so that you can understand that you can call on them if and when you need them the networks are really critical that an essential part of your resilience expertise power they’re all seeing all knowing and legal power health and safety sorry I can’t do

it I mean I would but you know you know can’t do it so this thread sources of power what do you have what power do you have we usually have a bit of something if we think about it in terms of networks can we make something happen other than through our position but I want to look particularly at influence because this is where we can all make an impact you can use pressure tactics you can say nope I need it set the deadlines I need it by tomorrow so and some needs it we have to do it you can put the pressure on you can do those upwards appeals well I know it’s not really good but I’ve spoken to the chair Lord God who them and they would be ever so pleased if so those upwards appeals can work well you can use those exchange tactics if you do this for me I could later etc is there a bartering thing that can go on coalition tactics we all think might I spoken to these souls so team etc and you can build that Ally ship in great shapes and tactics I on the shame of the uses sometimes many at home but lies not working when you see my poor husband just kind of look amazing so what you don’t know how to change a backbone now but sometimes that ingratiating tactic works depends who you’re dealing with sometimes it changes people off but ok it works so when is it that you just need to say please or just need to step back from that ego and say please could you as opposed to I insist sometimes that works you can just use pure or rational persuasion if this happens then that will be the effect and then that will be the outcome and wouldn’t we all be happy simple straightforward not trying to go around will come around but just making it rational you can use the inspiration of peers come to the promised land in the promised land there is sugar honey all sorts of things and those work really well sometimes you just need to autumn lift ourselves up and work to a higher cause so the inspiration is really actually effective also consult one of the good things about consulting is that you get people engaged in the nitty-gritty so what do you think do you have any strategies and so quite asking you or consulting you get your engagement yeah so there are different ways that we can influence and it’s really important that we understand these things when we’re working in an institution and we’re wanting to make change so that we can use these tools in order to move us from feeling disempowered to empowered by understanding what we can do I’m going to quickly run along because I do want you to just stop to use some of these rather than just here to talk about them of course we can have a discussion like this without discussing our values because actually our values really defines our values are what dictates how we enter into a space how we do with the tricky city raishin who here has done some work on your values okay that’s good that’s that’s a significant number and how helpful is it when you’re in a tricky situation to go back to your values for me it’s every time every time because when you’re faced with confrontation conflict complexity challenge all of those C words one of the ways to deal with it is to say how can I operate from the place where my values feel whole so I know one of my top values for instance is integrity so there are times when we as a leader have information that we can share so it’s all well and good for everyone to talk about transparency but sometimes you have information that you cannot yet share it’s not yet the time or there are other issues so I can’t always do the transparency but I can exact with integrity so what would that feel like in this situation when I know more than I can share or something is happening and I can’t be as open as I might like to be so for me that’s what going back to our blindness is important there’s lots of work that you can find if you haven’t done the work with your values I would really encourage you to start now because it really does help you to justify how should I act what are the things that they were important what is it that’s going to really help me to steer in what would be the right direction for me one of the challenges with working with and getting to grips with our values is that they don’t always die in our organization’s values

and that’s just a rub that’s when you know you kind of feel uncomfortable when it’s not it’s not a big loud noise sometimes just the kind of feeling in your gut sometimes it’s just that kind of sense of all I just don’t feel quite comfortable about that you know they said something while they’re acting or then and you just said feeling and that’s often a case of when your personal values and your organizational values are not aligned the challenge with that is we can’t all turn around and say I will stick your job because we have mortgages and people to look after its possibilities and we actually like most of our job it’s just that that’s the issue so you can’t always just say because the organization’s values and my personal values don’t alike I’m off but what is important to do is to understand the source of the trouble so that once you understand that it is an issue of values you can then start to act to support yourself so it may mean starting to look elsewhere it may mean starting to have conversations internally that see if we can find the resolution it may mean actually stepping away from a situation and seeing if somebody else might want to step forward on this situation because this is not the right space but most critical of all is to really understand when your values are being tested and to find a space that actually allows you to work with it and say this is what’s going on you what can I do about it and I really appreciate that doing something about it does not always mean an instant that’s it all things have got to change but even admitting to yourself that that’s the cause of the challenge is really really helpful and then you can work with others to try to deal with it one of the things that I really like and this was by um patterning Pereira she says success is Who I am expressing what I do in a way that makes my life whole that is really it that is really it for me success is Who I am expressed in what I do in a way that makes my life whole when you can find that space you are working within your values not many of us get the opportunity to sit in that space over time but if you do you know when you’re in that space because this same sentence starts to resonate for you and I don’t want to cause trouble for any of your organization’s by getting into an on those more values but I do think that as leaders in this space it’s very important important for us to understand what’s going on so that we can act from that space so the last thing that I want to touch on our choices we do have choices in this work and sometimes they’re successful and sometimes they’re not what’s the big deal me I fail every day at least twice I remember I said this in Holland a couple of months ago and you could see them thinking oh gosh yeah in the British context but what is the big deal if it doesn’t go right what do we have to get right all the time surely in the space of it not being right as a space of learning it’s a space that we can try something new it’s a space that we can take risk and we don’t mean be cavalier and just do anything your life use your experience your intelligence your network use everything you can to enter into a space of experimentation or innovation or trial and if it doesn’t go 100 percent right really the world doesn’t end in my experience what’s important is what we do with that what’s important is not repeating it again in the same way what’s important is taking that time for reflection up here and saying how can I do it better next time so that I can achieve better or improved or different results but one of the challenges within institutions is sometimes something doesn’t work and when we sit with that for 10 years I remember once when I was in an organization and I said one of my new you know new fresh team members and they’re all keen on the high-flying a good and was great we’re having a conversation and they came up with this

idea and I said oh no we tried that and she said I’m okay and I said no we tried that it didn’t work and so that killed the conversation because I’ve got that Cuba conversation and then that night I kind of heard myself again and I resigned it was a dramatic or anything but I just went no you gotta go you have got to go because the day when you are not able to embrace a new idea because you’ve done it before then you’re not open to innovation you’re not only to triangle you’re not open to an appetite for curiosity and that’s critical in all of us as leaders so if you hear yourself telling someone that know you tried it before therefore it won’t work again please check yourself please please please because that’s what stops innovation that’s what stops their young the newly energized moving forward because they get love the people like in the middle or container so hung did that before it was a different times of different circumstances was a different set of people there were different energies society was different it might work this time we have to have the ambition to go forward so two more things for you to take and as I said you’ll get these slides if you’re wanting to move forward model the way this is from clues is imposter it goes back to about 1875 in leadership Theory actually no for the sixties but it’s very very easy to grapple with model the way clarify the values that you’re dealing with and set yourself as the example show demonstrates one of what you want to encourage inspire a shared vision not just the Hillary vision but by pulling people in you can galvanize around it you can get people to work with you challenge the process do it differently talk to a different set of people don’t just repeat the methodology that worked the last time do it a different way enable others to act work with your tea encourage and empower them so that their voices are contributing to the debate and are helping us to move forward in different ways and encourage the heart it’s really very much about praising and acknowledging those quick wins and acknowledging those good ideas and really working with the positive outcomes rather than just looking at the things that haven’t worked so the last thing I’m going to leave you with is in order to act particularly in this space where we’re trying to work with issues such as cultural democracy is that you have to have courage you have to have courage you have to be able to step out step away step through you have to find courage from somewhere and that does start from understanding self is not disempowered but empowered of understanding your values of understanding the issues that matter to you but of understanding that you can act you do have the ability to influence so Store talks about seven acts of courage the courage to dream to look out and see a different world the courage to confront and say actually I don’t think that that’s right but also the courage to be confronted can people tell you how they question what you just said are you open to other ways of thinking is there a system where you can create feedback rather than just giving it the courage to learn to say I don’t know and to be in a space where actually you are the one that doesn’t know and you’re learning from the community the youth group the elders whatever it is but you are the one that’s learning rather than telling the courage to be vulnerable or the courage to act and they talk about actors including yourself in harm’s way I’m telling less keen on the whole business but actually it’s about the courage to step forward to raise your voice to actually say this is what I think how about that so we need courage if we’re going to make a difference in this thing and courage is really important so here’s nowhere I’m going to ask you to return to that question that we faced what needs to improve remember I asked you to focus on what you can do to improve so what I’m going to ask you to do is to grab your courage grab your values grab the issues that matter to you and Sharon Laura will do much more in this field but grab those things and please come up with three things that you could do that you know needs improving yeah so what I would ask you to do to make this let’s kind of communal but more specific is to work in groups of

six three and we have 15 minutes if you want to break out from this space then you’re more than welcome to you can use outside the chairs there we’ve got another room further down but I would really love for you at the end of this today so that’s not just all a talk shop to come up with three things that you can actually do you can do not that the organization can do the management thank you yeah everybody good and you don’t have to share it when you come back that’s a choice okay so just by the space my two other people that you want to talk to and work on those you’ve got the agreement [Applause] I’m just we can sometimes we can when programand so putting colors people in those spaces where they get conversations and you know it’s not that enable I think that it’s important that we recognize that because we can’t all take the big leaps all the time but if you’re dismissive of the step that you have taken which is important and makes a contribution and that ability to say no is really important and having an understanding of how you can say it was keeping the relationship as opposed to just ending the relationship so you’ve got to be subtle and you’ve got to be informed and you got to be patient but at the same time if the words got to come out the words comment and then it’s rolling the names are they next thing I’m going to do that yeah yeah as much

that’s a tricky one isn’t it because we can sometimes be very good about engagement externally we know about our communities to those with which we want to outreach but actually some of that needs to start internally in terms of those internal communities and what’s our relationship with them and when have we given them voice and power and you know sometime there’s what Twitter handle