EUConsult Information Service
2008 April
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Member Profiles
Linda Laurance, Linda Laurance & Associates
Position: Independent Consultant
Company: LINDA LAURANCE & ASSOCIATES
E-mail: linda(at)laurance.demon.co.uk
Web: www.lindalaurance.com
FACT FILE
- Date business started: 1993
- Main business areas: Governance of non-profits, in relation to boards and senior management teams. Training in governance issues and conflict management, facilitating where people try to seek consensus. Strategic planning days and away days. As an accredited and registered mediator, focusing on interpersonal and workplace disputes
- Number of consultancy staff: 1 plus 6 associates
- Countries of operation: UK, Sweden and across Europe for the European Third Sector Governance Principals Initiative
THE BUSINESS
What range of clients do you serve?
I work with non-profit organisations, but in terms of mediation I have clients in all sectors.
How has your business evolved since it was started?
The business started as a partnership and after a successful period of nine years it had to be wound down due to the ill health of my partner. Now my consultancy is different, but really good. It has a much broader base of specialisms, as I am now working with a group of independent consultants. An important aspect for us is the shared values. This means that we are comfortable working together, but are also confident in recommending any one of us to a potential client.
Where will your consultancy be in a few years time?
I don’t see the business expanding to a point beyond which the subtle and special relationships within a small group of people are lost. In respect of the field of operation, I hope that we would be doing more work in other parts of Europe in the future.
Which opportunities and threats do you see for your work in the sector and for the development of NPOs?
An opportunity for anyone working in the field of governance is that more and more non-profits are becoming aware of the importance of addressing governance, raising the quality of governance in organisations and improving the understanding of board members in respect of their roles and responsibilities. From the point of view of conflict management, there is an increased awareness that internal conflict is both damaging and expensive if not addressed properly. The main threat is economic! In terms of where the cuts come it starts with training, and the excuses will arise as to why addressing conflict is not a high priority. Therefore it is increasingly important to put the business case as to why addressing both governance and internal conflict are essential for the longer term health of an organisation.
Can you recommend any sources of information that you find useful in your business (websites, books, publications):
In my field the Governance Hub no longer operates as an entity and will be succeeded by the Leadership and Governance National Support Service led by NCVO. A lot of knowledge and materials are likely to be fed across to the new NSS. This move is part of a wider phasing out of 6 hubs, which will be succeeded by 9 national support services.
See: http://www.governancehub.org.uk/
EUCONSULT MEMBERSHIP
Why did you join EUConsult?
David Saint contacted me and invited me to come to the Summer Conference in Krakow and, having had that experience, although I did have some reservations because it appeared that the group was mostly fundraising-oriented, I was attracted to the idea of contact with people working in other parts of Europe and sharing knowledge. The focus on fundraising does not appear to be as strong now and both the membership and content of the conferences appear to have broadened.
Have you had the opportunity to cooperate with other EUConsult members?
In terms of actually working with people based on the continent, not yet, but in terms of sharing knowledge, yes. I have also been able to make referrals to and receive referrals from other members in the UK.
BACKGROUND INFO
Where and what did you study?
I left school at the age of 16 and couldn’t leave early enough! I like to think that we can see the potential of people who do not have a proven academic background and who are late starters. It is a real concern that so much emphasis is now put on academic records rather than experience. That said, I am a member of the Institute of Fundraising (MInstF) and am CEDR (Centre for Effective Dispute Resolution) accredited and registered.
How did you first get involved in NPO consultancy?
I had been a Chair of several organisations and increasingly fascinated with the whole question of trusteeship. Governance then came into the language and I realised that I wanted to work in the field and was ready for consultancy work. That was in the early 1990s. I would have been less confident about plunging into consultancy if I hadn’t had a business partner who was also putting a toe into the water for the first time. In terms of consultancy, shared experience and support it was enormously valuable.
What interests you most about staying in the field?
The fact that no two days are alike!
What do you do to relax and forget your consultancy work?
Music – I don’t play, but listening is essential soul food. I also enjoy being with friends and walking in the countryside.
