b'BUSINESSES AND ARTS ORGANISATIONS Elsbeth Dixon IF OPEN-MINDED ABOUT WORKING TOGETHER AND NOT AFRAID TO TAKE RISKS TO COLLABORATE IN NEW WAYSCANIMAGINE A THRIVING creative economyCO-CREATE FAR MORE SUSTAINABLE, in South Africaone which has fully recovered from the ravages of the COVIDPURPOSE-LED PARTNERSHIP MODELSera and is a vital and growing engine of growth and employment; a key force in entrepreneurship and innovation, boosting social development and employment.into collaboration together to act morewith Business and Arts South Africa (BASA). Partnerships and collaboration arestrategically. This partnership brings together the deep at the core of making a key shift in thisIn an environment of scarcity,understanding and networks of BASA in direction. To solve the complex problemscollaboration can often be driven by thethe South African arts sector, with the of this sector, creatives need to buildneed to benefit from each others resources,global leadership development expertise networks that can function together tobudget, reputation and capabilities. Leadingof Common Purpose. This collaboration reach the common goals. These networks inBeyond Authority encourages us to moveenabled us to secure funding from the British turn are dependent on coalitions that willbeyond the transactional partnershipCouncil for a development programme sometimes need to cross the boundary ofbased on a contractual relationship, tofor Cultural Producers in South Africathe creative sector, embracing business, thesomething more transformational andsomething each partner may have struggled public sector, and academia. two-way; meaningful partnerships, whereto secure if they had acted independently. Orchestrating this kind of collectiveshared goals are at the core of the strategyBased on shared vision, mutual appreciation effort is possible when organisationsand impact is achieved for all partners.of each others strengths, and high levels of or individuals step up, catalysing smallBusinesses and arts organisationsif open- quality communication, this has the makings collaborative groups that drive muchminded about working together and notof a sustainable, long-term collaboration.wider networks of change, together. Globalafraid to take risks to collaborate in newIts clear that, using the tools of Leading non-profit Common Purpose has observedwayscan co-create far more sustainable,Beyond Authority and CQ, we can build the need for this kind of behaviourpurpose-led partnership models.partnerships that are forces for growth, throughout its 30 years of trainingOne of the key challenges that arises ashelping us to achieve the vision of the leaders internationally, and articulatedwe move outside of our zone of familiaritythriving arts sector we so wish for. By the how in Beyond Authority, penned byto seek these new collaborations, is that weadopting responsibility and moving to its founder, Julia Middleton. This bookencounter people and organisations withinclusive action, real, positive impact can be captures the stories of individuals who havedisparate agendas, unfamiliar cultures,created and sustained. Each individual, each been inspired to lead across boundariesprocesses and practices that are new andorganisation, and each sector has a valuable and without formal authority, withoutdifferent. Aligning with this can be a trickyrole to play, but it is in collaboration that waiting for appointment into key rolestask. How can we build trust, understandingreal transformation comes. SQUAREor institutions. These individuals produceand find common ground?change beyond their direct circle of control. Common Purpose has distilled an Leading Beyond Authority speaks toeffective way of tackling this challenge in how you can build collaboration betweenits Cultural Intelligence (CQ) framework.ELSBETH DIXON is the Chief individuals, teams, organisations andCQ is all about being good at workingExecutive of Common Purpose sectorseven when you have no formalwith people or contexts that are not likeSouth Africa and a member of power. But it requires a different mindsetyou, or yours. If you are to be effective inthe international Executive from that which we often observe in theunfamiliar contexts, you need the CQ toTeam of Common Purpose. From 2012 to 2013, she headed the leaders of our society. To achieve changecommunicate with different people andGlobal Student Team of through partnerships and collaboration,motivate them towards common goals.Common Purpose, working you have to be agile and adapt to differentThrough this kind of inclusive approach,with universities such as Harvard, Oxford, and Hong contexts and situations, see the biggeryou can build diverse partnerships,Kong University and the picture and be prepared to step up. Youwhich are more resilient. You can buildNational University of need to develop relationships outsidecollaborations that produce innovation Singapore to deliver student your sphere of comfort or familiarity,because they are leveraging the diversityprogrammes. From 2014, her global role shifted to heading and, through good communication andwithin the group, through spotting morethe Africa Strategy of Common attractive ideas, establish your legitimacyangles and challenging each others ideas. Purpose.and widen your influence. This enables youPractising its own teaching, Common to attract other individuals and institutionsPurpose recently engaged in a partnership Sources:Purpose-led partnerships are key to driving transformational change and pushing us to achieve our global goals by Anisha Varney (Common Purpose blog archive)Beyond Authority, by Julia Middleton27'