Belinda Weir explored the concept of Collaborative Leadership, focusing on its core principle: trust. She explained that when people come together, trust is essential—not only to hold each other accountable but also to offer mutual support. In health and care, the challenges are so significant that collaboration is the only way to address them effectively.

She clarified the meaning of collaboration, highlighting that some projects are labelled as collaboration but, in reality, are more about cooperation or coordination—where people work toward a shared goal but separately.

To truly collaborate, both individuals and organisations must be willing to set aside organisational targets and share information. The collective goal must take precedence over individual objectives. This requires leaders to relinquish control and power, which can be difficult, especially when organisations are held to account for their performance. Achieving this shift relies heavily on trust and aligning on a shared purpose. Leaders must let go of their personal identities while ensuring that team members feel valued.

She pointed out that failure often arises when we continue doing what we’ve always done. To succeed, we need to create space for risk-taking and true collaboration. Leaders must be ready to embrace uncertainty and remain open to the unknown

Belinda also addressed the barriers to collaboration, with time being a significant challenge. Building trust and relationships takes time, yet we work in a system that often expects immediate results. How, then, can we foster trust? One of the key principles she shared is the importance of “digging the well before we need the water”—building relationships proactively before they are urgently needed. Shared accountability is also crucial—while there is no direct control over the actions of others in a collaborative partnership, mutual accountability and open communication are essential.

Clear roles and responsibilities are important, but it’s also essential to understand that conflict is inevitable when people come together, and that addressing area of conflict can lead to high-performing teams.

Finally, Belinda warned against being overly confident in one’s own perception of trust. She encouraged leaders to remain open to the possibility that their version of the truth might be wrong—especially when they feel certain they are right.

Ian Williamson began by sharing his background and leadership journey in community services and commissioning. He emphasised the importance of listening and shaping conversations to ensure people align with the goals they aim to achieve. He highlighted the third key element: encouragement. While we cannot compel, control, or demand, we can always support and  encourage collaboration.

Ian also shared several case studies and the key learnings drawn from them. His key takeaway was that change is possible—building trust is essential, and while perfection is unattainable, the improvements that can be made outweigh the challenges.

Sarah Swindley CEO of the Lake District Foundation shared her background and leadership journey and brought a valuable third sector perspective. She explained that sharing the personal experience can be an effective way of breaking down barriers. 

Shared values can influence power dynamics in collaborative work. Sarah emphasises the importance of letting go of expertise and giving up power when necessary and embracing our roles as community members. By focusing on shared values and purposeful actions.

She stated that it key to focus on what the collaboration is truly trying to achieve. Leaders who want to collaborate need to stripping down focus to shared core values and on actions that drive meaningful progress, working towards a future where our organisations is no longer needed.

Information sharing can be a major barrier to innovation. Sarah discussed the importance of governance without hindering collaboration, and how to avoid retreating into silos to foster open communication and teamwork.

Watch the full event here: