As we reach 1,000 alumni from our leadership programmes in, LISA TAYLOR and NICOLA MATHERS reflect on the power of networks to help place leaders collaborate on the biggest urban challenges.
“If the aspirations for place are to be secured, we need to equip a new generation of leaders operating in complex policy environments across territorial and professional boundaries and with long-term, vision-led agendas.”
That quote introduced a special issue of Policy Studies on leadership and place-shaping, published back in 2010.
The same year, 17 future leaders from the built environment sector became the first graduates of a new leadership programme. Future of London was a practical response to the challenges identified by the journal.
“A few of us realised we were all trying to make complex public sector-led regeneration projects happen,” said David Lunts, one of the Future of Greater Manchester/Future of London founders, who stood down after 12 years on our board. “But we weren’t actually talking to each other.”
Developing a network of place-shapers
Future of Greater Manchester is for place-shapers and change-makers. Our combination of leadership skills and access to a diverse, values-led network provides a unique development opportunity for future leaders.
The network has grown to more than 5,000 built environment practitioners, combining leadership development with events and research. We’ve connected a multi-sector, cross-profession, national network, enabling participants to step out of professional silos and span spatial boundaries.
Future of Greater Manchester and Future of London have now passed the major landmark of 1000 alumni from our leadership and talent programmes. This journey began with Future London Leaders in 2010, followed by our next-level Leaders Plus programme in 2014.
In 2020, Future of Greater Manchester launched its first Leaders Plus cohort, comprising the combined authority, Homes England, local authorities and private sector partners. We added charities the following year, and GM Future Leaders followed in 2024.
Since 2022, the Emerging Talent Programme has tackled the lack of representation in the sector through work placements for career-starters from ethnically diverse backgrounds. This initiative stems from our belief that diversity of thought actively prevents monocultural consensus.
In her work on diversity and discrimination, Nancy DiTomaso points out that exclusive networks lead to opportunity hoarding that excludes marginalised groups from network benefits.
Alumni facts
- 350+ organisations in the UK and beyond are represented in the alumni network
- 21% of alumni are in senior leadership positions in the public sector
- 13% are in executive positions in the private sector
- At least 75% have been promoted at least once since graduating
- 99.5% said they could apply content from every module
Why we believe in the power of networks for place leaders
Years on, our mission holds firm: connect diverse groups from across the built environment sector in a supportive network. We firmly believe networks empower practitioners, offering fresh perspectives, vital support during tough times, and fostering alliances that drive change.
“What sets Future of Greater Manchester apart is the open style of leadership learning” said Steph Everett, Head of Regeneration & Development, Rochdale Development Agency, who graduated in 2022 Leaders Plus cohort. “This enabled me to quickly establish trust, networks and genuine friendships with a like-minded cohort of professionals and mentors… It also extended my leadership network, pushed my comfort zone and instilled greater confidence.”
Professional networks enable leaders to build personal resilience and tap into knowledge beyond their own expertise. A bit of social network theory shows the importance of professional networks for leaders.
The strength of weak ties theory shows our most valuable opportunities often come from acquaintances rather than close friends. Connections between different social or professional circles help to introduce new ideas and diverse perspectives.
These ‘weak ties’ expose candidates to fresh thinking beyond their immediate professional silos. As Leaders Plus alumnus Matt Dibben, Director of Regeneration, Assets and Property at Lambeth Council, remarked after recently joining the board:
“The network provides a much wider perspective on how others are responding to the same challenges.”
1,000 alumni; only one degree of separation
Similarly, the small world phenomenon, popularised by the film Six Degrees of Separation, suggests that any two people can connect through a short chain of acquaintances. Professionally, a well-connected network dramatically shortens these “degrees of separation”, making it significantly easier to access expert advice or partnership opportunities.
With 1,000 leadership alumni and a wider network of 5,000 practitioners, Future of Greater Manchester and Future of London create ‘small worlds’ that connect the built environment sector. If the world’s population is connected by, on average, six degrees of separation, our alumni should only need a couple of calls to reach anyone in the sector!
“If a tribe is a collection of people linked by location, values and language, then the Alumni Network is a tribe of built environment leaders,” said Nnenna Urum-Eke of Lewisham Council, who was part of the first Leaders Plus cohort. “Together, we are a powerful force for change.”
Networks built on trust and reciprocity
Finally, effective networks generate trust and reciprocity, according to the theory of “social capital” popularised by US academic Robert Putnam in his book Bowling Alone. While professional networking often feels transactional, we’ve built a network rooted in shared values of equity and inclusion, aiming to improve the built environment for all communities.
Undertaking this shared journey creates a strong sense of trust and reciprocity among alumni. When a Future of Greater Manchester alumnus needs advice or an introduction, they know their network will help.
Network impact on urban issues
Place leadership has surged to the fore nationally with the creation of new mayoralties supported by combined authorities. Since the first cohort graduated in 2010, our leadership programmes have modelled the diverse organisational roles and perspectives found in any major urban project.
By uniting cohorts from all built environment professions across both public and private sectors, throughout Greater Manchester and London, we believe we’ve empowered future leaders to tackle challenges through collaboration. Public-private partnerships remain the main vehicle for channelling investment into regeneration and new-build projects.
Our network’s power lies in transforming individual connections into potential collaborative solutions for cities’ most pressing urban issues.
Collaborative leadership in complex urban environments
The operating environment has undeniably become more complex in the 15 years since the first alumni graduated – pre-Grenfell, pre-Covid and pre-acute housing crisis.
Future of Greater Manchester/London was created to help practitioners collaborate on urban challenges. We enable future leaders to develop a strong professional network, explicitly fostering the skills and connections vital for effective place leadership.
Tackling the challenges of a major city extends is beyond any single organisation, politician, or profession. With 1,000 alumni now in the sector, our network is more connected and therefore more capable of addressing these complexities than ever before!
Lisa Taylor is Executive Director of Future of Greater Manchester and Nicola Mathers is Chief Executive of Future of London