Leadership in placemaking is often an assumed skill. The resources available to placemakers typically demonstrate how leaders can implement projects, initiate ideas and run workshops. But the development of leadership skills and how these can be learnt is not typically discussed. In this module you will be building on the skills and knowledge you have gained from previous modules. Students will be asked to share experiences in placemaking, both as a practitioner making places for others, and as someone who belongs to, and loves, a community place.
The module begins with an exercise focused on self, in which students are asked to reflect their learnings and leadership on what you have learnt so far, and their experiences of placemaking. It then explores what it means to understand others, and the skills required to engage with all stakeholders to reach an outcome from a position of leadership. Case studies are used to demonstrate the value of negotiation and communication and you will be required to determine strategies based on the case studies. The module concludes by inviting the student to review your own capabilities and biases.
Objectives of the Module
– the leadership models, and the leadership skills that support placemaking;
– their role in effectively facilitating placemaking in dynamic and complex situations
The materials below are intended to support academics in embracing the materials created to teach the fundamentals of people in place. These should form a basis for you own subject, we suggest customising it with your own case studies and materials. Placemaking is context specific so inserting case studies, images and information from your area will make the content come to life.
Videos (Supporting Material)
For this session, we created a total of 20 videos based on 5 interviews with practitioners. Please note that these interviews are also used by module 5 and while, some videos may overlap, there are also some that explore aspects that are unique to this module.
•Providing a community lens to leadership, hear from Ben Kent as he describes the Inglewood on Beaufort Town Teams case study (Ben Kent Introduction) and describe the leadership style (Ben Kent Leadership Strategies), communication challenges (Ben Kent Communication Challenges), negotiation strategies employed (Ben Kent Negotiating with diverse stakeholder groups) challenges and skills required (Ben Kent The skills of an effective placemaking leader). Then, hear from Dean Cracknell also from Town Team Movement as he explores leadership strategies (Dean Cracknell Leadership Strategies) communication (Dean Cracknell Communication Challenges) and leadership skills (Dean Cracknell The skills of an effective placemaking leader).
•Providing a local government perspective to leadership, hear from Callum Prior, from City of Wanneroo as X describes the leadership style (Callum Prior Leadership Strategies), communication challenges (Callum Prior Communication Challenges), negotiation strategies employed (Callum Prior Negotiating with diverse stakeholder groups) challenges and skills required (Callum Prior The skills of an effective placemaking leader). Then, move onward to a different council (City of Bayswater) and hear from Emma Snow on the strategies (Emma Snow Leadership Strategies), issues (Emma Snow Communication Challenges), negotiation strategies (Emma Snow Negotiating with diverse stakeholder groups) and general leadership skills (Emma Snow The skills of an effective placemaking leader) she applies.
•Looking at placemaking leadership from a placemaking consultant, hear from Carla Chatzopoulos from Element as she describes the leadership style (Carla Chatzopoulos Leadership Strategies), communication challenges (Carla Chatzopoulos Communication Challenges), negotiation strategies employed (Carla Chatzopoulos Negotiating with diverse stakeholder groups) challenges and skills required (Carla Chatzopoulos The essential skills of an effective placemaking leader).