Lancaster University Management School - 54 Degrees Issue 12

build on the positive experiences during a time of challenge to continue to live their values and deliver their core missions. An example of this is the recent creation of a new £1m Participatory Grants Programme in Plymouth, whereby charities within Rank’s network will design, deliberate, and decide on grant applications that aim to reduce social isolation and loneliness. Foundations have their roots in historical fi gures, often with names we remember (Carnegie, Cadbury, Wellcome and, more recently, Gates) who, in their own way, strive to create a better society. Understandably, to reduce misuse and fraud, foundations have evolved complex systems to ‘give away’ funds with the professionalisation of grant making, and a transactional rather than relational culture has evolved. However, by adopting a humble leadership approach, foundations have been able to quickly deliver in the here and now, using their resources of time, talent, treasure and voice to create the changes the grantees seek. It is likely the impact of Covid-19 will continue to be felt across society for decades, not simply through the medical lens but by also unpacking the myriad social and economic challenges. It is, therefore, all the more important for foundations to hold their collective courage and continue to build relationships with grantees. There are opportunities, too, for other organisations and sectors to consider how humble leadership can play a part in the day-to-day interaction with individuals, whether employees, customers, community or stakeholders. Humility is important regardless of context, not as a benign trait but more as a tenet of successful leadership. Closer to home at Lancaster University Management School, teaching on the Executive MBA incorporates re fl ection that there is much to learn from drawing together a collection of ‘good dividends’ to improve the pro fi tability of an organisation, regardless of the sector. We learn that, ‘for humanity to fl ourish we need collective responsible business leadership’. As we navigate the consequences of the pandemic, humility sits at the very heart of responsible leadership. Caroline Broadhurst i s the Deputy Chief Executive of Th e Rank Foundation i n London. Caroline is studying for he r E xecutive MBA at Lancaster. Looking Back on Philanthropy in a Pandemic Foundation: Colleagues Share Common Perspectives from Across the Pond is co-authored with Robert J. Reid, and is published in the International Journal of Community Well-Being. caroline.broadhurst@rankfoundation. com FIFTY FOUR DEGREES | 21