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CLP Navigator

Welcome to Navigator - a handy guide to the wide range of leadership development opportunities offered through the Cultural Leadership programme.

By answering the questions below, Navigator will:

  • Present you with the appropriate range of opportunities provided through the Cultural Leadership Programme
  • Identify and prioritise the opportunities you are likely to want to know more about based upon your own interests and needs
  • Provide you with information on any eligibility criteria
  • Allow you to click through directly for more detailed information and next steps.

The Cultural Leadership Programme supports a number of development opportunities specifically for people from a BAME background and disabled people working in the cultural sector. These opportunities can be prioritised in the listing by clicking on the appropriate button. Specific eligibility criteria will be displayed in the listing.

You can use Navigator as many times as you like to help you find what you need and the information you provide in the search is anonymous and not retained.

Happy Navigating!

Development Need
Please tick the top two aspects of your development you want to focus on at the moment
Please note: You may feel that you would benefit from some investment in several of these areas but right now, we need you to choose two that have priority for you at the moment.
You have identified a need to learn specific management skills or methods that will help you address particular issues you face. These will be tangible skills such as budget setting, strategic planning, performance review etc.
You have identified a need to broaden or deepen your knowledge in a particular area. Knowledge acquisition emphasises an understanding of leadership theory, best practice, case studies or alternative methodologies.
You have identified a need to apply your skills and/or knowledge in a new or different environment. Experience acquisition emphasises practical rehearsal and implementation in a real environment and may include work placements, secondments, shadowing.
You have identified a need to better understand your personal values, motivators and direction. This may be related to your job role but is usually a wider question of life choices and personal leadership.
You have identified a need to develop your ability to lead yourself and others. This aspect of development may emphasise the "softer" skills of leadership such as vision setting, dealing with change and engaging and challenging others.
You have identified a need to develop your ability to persuade and inspire others. This might include considering your confidence in sharing your ideas with others, creating positive personal impact and dealing with challenge.
You have identified a need to develop your network of contacts either within your current sector or from a more diverse range of areas. You might also feel that you need to develop some specific skills to help create a more focused approach to building, sustaining and using your network.
You have identified that an aspect of leadership that is particularly important to you is the development of others. This may include a better understanding of issues such as coaching, mentoring, delegation, team and organisational culture.
Context
How much flexibility do you have about the form that your learning might take?
Please note: This question of "context" helps us appreciate what method of leadership development input will be most appropriate for you. We need you to consider the time and travel constraints you may have due to other commitments or circumstances.
Development ideas and opportunities that require no travel. This will prioritise web-based learning, reading lists and research materials.
Development opportunities such as half day workshops, seminars or networking events that can usually be accessed within a working day without requiring overnight stays.
Development opportunities that may be single days or a series of dispersed days. They may require some overnight stays as a consequence of geography but not as an integral part of the development itself.
Development opportunities that may be longer in length comprising of two or more consecutive days. This might include residency and secondment opportunities for example.
What is the motivation or career outcome you want to work towards?
Please note: We need you to consider the context within which you want to apply your learning
Your interest in leadership development is focused on personal growth and learning. Your development needs centre upon you as an individual rather than the work role you have.
Your interest in leadership development relates to your desire to create new work or bring forth new ideas, shows, exhibitions, productions working within the cultural sector.
Your interest in leadership development relates to your current status or aspiration to work as a self-employed or freelance professional within the cultural sector. You might also be working within a micro-enterprise (usually less than five employees).
Senior position in an established organisation', 'You either currently occupy or wish to take on a role within an established cultural organisation. Your focus here may be around how to lead or develop a leadership presence whilst working within the systems and processes of a larger institution.
Your development as a leader is focused on your interest in the shaping of our broader cultural policy. You might already work for an organisation with a funding, infrastructure, campaigning or policy-making remit or wish to do so.
Current Level
Using CLP's five leadership levels as a benchmark, where do you think you currently fit?
Please note: By providing an indication of what you feel is your current phase of leadership experience we can help refine the search to prioritise the CLP programmes that should be most appropriate for you.
Emerging leaders are individuals who are starting in a leadership role and displaying leadership behaviours, whether within an organisation or as artist practitioner. Emerging leaders might have new responsibilities for leading teams and will be keen to effect change, often in a very practical, reactive way, working within their sphere of influence.
Mid-career leaders may have a few years' experience of leading others, either formally or informally and understand how to bring people together to perform well. They are increasingly interested in the strategic direction that their work is taking them in and are developing their skills to anticipate future needs.
These leaders are building a track record of leading and effecting change, to the point where they might now be in charge of a company or department. They are building a convincing portfolio of leadership and management skills and are starting to take on higher profile, or ever more responsible, tasks. However, they are perhaps realising that sustainable leadership at this level needs to be underpinned by personal clarity and confidence about their own values and direction.
Established leaders occupy a credible position amongst their peers, with a solid track record of building teams and organisations that are rigorous, focussed and ambitious. They have the passion, courage and resilience to anticipate change and lead others through it whilst appreciating the challenges that such change often brings. They are now in a position to assert their values in the core of their chosen organisation and are beginning to expand their sphere of influence, through their network and reputation, into a wider arena.
Senior leaders have acquired a set of experiences, a reputation and a network that moves their leadership impact into the wider realm of their sector. They are often seen as having influence at a policy-making or strategic level. They might also be considered to be "thought leaders", being able to generate new thinking and actions that inspire others.
Options