CREATIVE HUB LEADER'S TOOLKIT - British Council
CREATIVEHUBLEADER’STOOLKIT
CREATIVE HUB LEADER’S TOOLKITIntroductionCreative hubs play a vital role in supporting creativeentrepreneurs and businesses. As ‘convenors of creatives’,hubs serve local communities and connect creativepractitioners.This toolkit is part of Creative Hubs Academy, a globalprogramme that supports creative hub leaders to sustainand grow their hubs. Creative Hubs Academy wasco-designed over a two-year period with more than100 hub leaders from across three continents. It usespractical tools and approaches, as well as face-to-faceworkshops and supportive coaching, to upskill creativehub leaders.Creative Hubs Academy is a partnership project ofNesta, Hivos and British Council.4
Contents2. CONNECTING YOUR HUB2.1Mapping Your Stakeholders2.2Persona Development2.3Elements for a Persuasive Story2.4Activities to OfferUser Research Plan56Who can use the toolkit?082.5What is in the toolkit?10The Tools82How to use the toolkit12Starter tips14Setting up163. BUILDING YOUR HUB941. LEADING YOUR HUB183.1Theory of Change3.2Measuring Impact1.1Vision and Mission3.3Hub Business Canvas1.2Defining the Need3.4Orbit Chart1.3Building Your Hub Culture3.5Hub Action Plan1.4Foundations of a Hub LeaderThe Tools1201.5Self Reflection FrameworkAdditional Resources132Acknowledgements134The Tools44
CREATIVE HUB LEADER’S TOOLKITWho can usethe toolkit?Do you lead a creative hub or intend to do so? Then thistoolkit is for you!You can use the toolkit to enrich your own learning journey,clarify your thinking as a hub leader or engage with yourteam to get different perspectives and align ideas.Whether you want to define the purpose of your hub,connect with your community or enhance the impactyou make, you will find valuable resources in this toolkit.8
This toolkit provides a holistic approach for taking your hubforward. While the specific tools are diverse in their purpose,they are interconnected and, as a collection, will help youchart your path from defining the need you are meetingthrough to the impact you create.CREATIVE HUB LEADER’S TOOLKITWhat is inthe toolkit?The tools are organised in three sections:1 LEADING YOUR HUBHelping you articulate a clear vision for your hub that reflectsthe values and inspires and motivates you and your team.This will enable you as a leader to shape the culture of yourhub and deliver on your purpose.2 CONNECTING YOUR HUBBy understanding your stakeholders, you can identify andprioritise those who influence your success, ensure youractivities meet the needs of your community and yourcommunications are focused.3 BUILDING YOUR HUBPlanning for success and delivering impact is vital for thesuccess of your hub. Whether you need to sustain yourcurrent situation or take things in a new direction, planningfor action and measuring success will evidence the benefitsthat your hub brings.10
Tools are visual devices to prompt thinking and captureideas. They are presented here as worksheets with a briefdescription of their purpose and instructions on how to applythem. There are a few completed tool examples throughoutthe toolkit, but it’s important to remember that these areillustrative only. You should complete the tools with your hubin mind.CREATIVE HUB LEADER’S TOOLKITHow to usethis toolkitThe toolkit is a self-led guide. The real value to you andyour hub comes from actively using the tools, reviewing thelearning and applying the outputs.The tools are ordered to take you on a learning journey fromdeveloping a vision of your future, to defining your impactand planning future action. However, you can choose to usethe tools in the order that best suits your needs. Some toolscomplement others and you’ll see the list of Related Tools tomake the connection. There is no right or wrong way to usethe tools – use or hack them in whatever way makes mostsense for your purpose.Once you have completed a tool, take time to reflect, reviewand update as needed. Plans are not set in stone and needto be reviewed over time. The toolkit is a useful resource forsetting, updating and reflecting on your plans.NAVIGATING THE TOOLKITFrom the tool instruction page, click onorthe image of the tool to take you to the full sizedprintable version.From the full sized tool page, click onto returnto the tool instruction page.12
Use the tools on your own or with others in your team.Ask your partners, collaborators and supporters to beinvolved where appropriate.Find a peer buddy who you can use the toolkit with.You may use the same tool or different ones, it doesn’tmatter. The important thing is to set time aside tosupport each other on the learning journey.CREATIVE HUB LEADER’S TOOLKITStarter tipsLOOK FOR SUPPORTWORK IN THE OPENThis toolkit contains a lot of information, which mayfeel overwhelming at first. Don’t be put off! Our mantrais “learning by doing” and we encourage you to simply try. OUR TIPS TO GET STARTED:GO AT YOUR OWN PACE Don’t feel you have to complete all the tools to addvalue to your hub.Start with one or two tools that you want to try and thentake a break.Work through the tools at your own pace. If you onlyhave an hour, select tools that fit your schedule.Keep on track by timing your work on each tool – don’tlet it run on indefinitely. If you get stuck, ask your peerbuddy for support.If you get stuck, leave it and come back another time.Not everything will be relevant to you and your specificneeds immediately. Pin up your tools. Make them visible to encouragereflection and feedback.If you don’t have a printer, draw the tool onto paper ora whiteboard.Post-it notes (or sticky notes and stickies) are great forallowing you to move your ideas around, make changesand get your ideas out quickly. Small stickies fit moreeasily on the tools but can be expensive or difficult tofind. If you cut standard stickies perpendicular to thesticky edge, you can create 2–4 smaller stickies.When brainstorming ideas, go for quantity over quality.Don’t judge ideas (build on them instead) and look forwild ideas!Remember that completing a tool doesn’t mean the outputis now fixed. The tools are dynamic and the outputs shouldevolve and change as your vision, strategy and activitiesadapt over time.14
CREATIVE HUB LEADER’S TOOLKITSetting upA small amount of preparation will ensure a productivesession.OUR POINTERS TO GET SET UP: Find a quiet space where you/your team can focuswithout interruption.Print or draw the tools you want to use.Have a selection of marker pens and stickies.Use tack or masking tape to stick completed tools onthe wall.Set aside 30 to 60 minutes for each tool.Use a timer to keep to your schedule.If you do not complete the task, come back to it. Theimportant thing is to get started!16
LEADINGYOUR HUBAs the leader of your hub, it is vital to clearly communicatethe purpose and goals of the hub to your team.Having a clear vision of what you want to achieve, as well aspassion and motivation, will help you share your purposewith others and gather support for your goal. As a leader,you also need to be acutely aware of the community youwant to serve, how you will benefit it and what environmentyou will create to do this.THIS SECTION CONTAINS:11Vision and Mission2Defining the Need3Building Your Hub Culture4Foundations of a Hub Leader5Self Reflection Framework18
WHY USE THIS TOOL?As a leader, you need a clear goal for your hub so that youcan keep focused and clearly communicate it to your teamand wider network.LEADING YOUR HUB1.1Vision andMission1Your vision statement describes what the hub aspiresto and the change you want to achieve. Stating your visionallows you to look forward and consider what successlooks like.It is complemented by the mission statement, which providesthe detail on how you will achieve your vision and who willbenefit. Remember to include the social and environmentalcontribution you want to make, as well as what businesssuccess looks like for your hub.30HOW WILL THIS TOOL HELP ME?A compelling vision and mission will keep you focusedon what is important for your hub to reach its goal. Clearlystating your purpose is fundamental when making decisionsabout the opportunities and challenges you might face.A clear vision and mission will ensure your team is alignedand can motivate others, such as partners and funders,to get on board with your activities.20
11Building Your Hub CultureTheory of Change2Be ambitious! And realistic!3What might others say about your hub and itsachievements?4Start with the vision.5Use the questions on the tool to guide your thinking.6Guided by your answers, draft your ‘Vision’ statement inone or two sentences.7Now consider how you will achieve this vision and whowill benefit.8Use the questions on the tool to guide your thinking.9Draft your ‘Mission’ statement in a few sentences.10Don’t worry if it’s not perfect. It can take many attemptsto find the right wording.VISION AND MISSIONImagine 3, 5 or 10 years from now. Use your senses toconsider what success looks, feels, sounds and smellslike for your hub. Sketch or create a collage of imagesthat represent your ideas.RELATED TOOLSLEADING YOUR HUBHOW DO I USE THIS TOOL?22
WHY USE THIS TOOL?Creative hubs serve the needs of the local creativecommunity. This might involve supporting economicprosperity, empowering communities, revitalising an area oradvocating for a particular cause.LEADING YOUR HUB1.2Definingthe Need1To meet these needs effectively, it’s vital you are addressingthe right issue. The initial challenge you want to solve mayseem straightforward, but when you dig deeper, you may findit is the symptom of a more serious or complex problem.Defining the Need is a tool that helps you to open up aproblem, explore distinct aspects and look at it from differentperspectives. This then allows you to reframe or present theproblem in a new and meaningful way.30HOW WILL THIS TOOL HELP ME?Having in-depth knowledge of the gap, problem or need thatyou are addressing puts you in a better position to tackle itand to meet the expectations of your community.This tool helps you and your team clarify and agree what youare doing, who you are doing it for and why you are doing it.Understanding the factors that shape the need might leadyou to review who you offer support to and how you deliverit, allowing you to focus, plan effectively and prioritise timeand resources.Reframing – thinking about the issue in a different way –ensures you are dealing with the right problem and can helpyou move towards a better solution.24
113If your issue has a number of aspects to it, state them.If there are more than two or three, you might want touse a separate tool for each issue.Think widely and consider everyone who is affected bythe issue. You could use Mapping Your Stakeholders toidentify the full range of beneficiaries or influencers.Vision and MissionBuilding Your Hub CultureMapping Your StakeholdersDEFINING THE NEED2Start with the first column and state the issue you wantto address and why.RELATED TOOLSLEADING YOUR HUBHOW DO I USE THIS TOOL?User Research Plan4It is important to have the beneficiaries’ needs at thecentre of your thinking.5Now move to the middle column and consider the widercontext that influences this issue.6Are there examples from elsewhere that you can learnfrom?7How has a similar issue been addressed successfully?8State the benefits, and wider impact, of addressing yourissue to present a strong case for taking action.9Now use what you have learned to reconsider yourissue. Is it accurately stated?10Can you state it in a different way that clarifies the fullextent of the issue?26
1LEADING YOUR HUBCOMPLETED EXAMPLE OFDEFINING THE NEEDWho is it an issue for?What would happen if the needwas not addressed?What social or cultural factorsinform this?What evidence do you have thatthis is worth investing in?Can you think of this need ina different way? Can you find anew perspective?- ISOLATION- CREATIVES (CREATIVE, TECHAND CULTURAL SECTORS)- LACK OF UNDERSTANDINGOF THE VALUE OF THECREATIVE INDUSTRIES- CREATIVE INDUSTRIES AREFASTEST GROWING SECTOR- PROVIDING A HOME FOR THECREATIVE INDUSTRIES- MANY CREATIVE PEOPLEWORK ON THEIR OWNFROM HOME. WE WANT TOPROVIDE A SPACE THATTHIS COMMUNITY CANWORK FROM, CONNECTWITH AND BE INSPIRED BY- MAINLY THOSE WHO ARESELF-EMPLOYED ANDFREELANCE- LACK OF BUSINESS SUPPORTFOR CREATIVE SECTORDEFINING THE NEEDWhat is the key issue you aretrying to address? Why is itimportant? What potential doyou see?- SECTOR DEMAND FOR SPACETO WORK COLLABORATIVELY- CREATIVES’ BUSINESS WILLFAIL TO SUSTAIN/GROW/SCALE UP IF THEY ARE NOTSUPPORTED28
WHY USE THIS TOOL?Hub culture can be thought of as the personality andcharacter of the hub shaped by shared values, beliefs andbehaviours.LEADING YOUR HUB1.3Building YourHub Culture1The success of your hub is closely connected to theexperience of the people who interact with it: staff, users,partners and others in your network. As a leader, you wantto create the best possible culture and working environment.This starts with your hub’s values: the principles and beliefsthat guide behaviour and decision-making. Alignment withyour hub’s values creates a consistent experience in therelationships you nurture and the activities you provide.45HOW WILL THIS TOOL HELP ME?When people are brought together they create a sharedbehaviour, whether intentionally or not.By considering the different elements that form your hub,you can shape your hub culture in line with its values andvision. Identifying your values is important when makingdecisions such as: employing staff, considering whichactivities to offer and identifying potential partners.You can purposely shape your hub culture in line with valuesand vision, and respond to the need you have defined in astructured way. This will help ensure consistency across theexperience of your team, users and wider network.30
11Write your hub’s values so they are visible before youstart.3Ask your team, users and wider network for criticalfeedback about their experience of the hub and whatwould enhance this.4Be honest and avoid making assumptions to help youtake appropriate action.5Work your way through each of the six elements on thetool using the prompts given below each title.6Some elements might not be relevant so focus on whatmakes sense for your hub.7Put the information in a list so it’s easier to follow.8Be as specific as you can.9Consider the diversity of the people you serve or wantto attract. Is your culture suited to their needs?10Consider what stands in the way of achieving yourdesired hub culture. What can you do to overcome this?Vision and MissionMapping Your StakeholdersPersona DevelopmentBUILDING YOUR HUB CULTURE2Reflect on your hub values – the guiding principles thatshape what you do. Values can be difficult to define butare fundamental and deeply connected to your purpose.They are experienced by the people who interact withyour hub.RELATED TOOLSLEADING YOUR HUBHOW DO I USE THIS TOOL?32
1LEADING YOUR HUBCOMPLETED EXAMPLE OFBUILDING YOUR HUB IAL BARRIERSLocation, online spaceaccessibility, design, layout,facilities (e.g. cafe menu,childcare).Diversity, behaviour, dresscode.Pricing, contracts,marketing, membership,opening hours.Stakeholders, e.g. networks,partners, users/audience.How would yourstakeholders describe yourhub? Does this fit withyour hub’s ambitions andvalues?What stands in the way ofyour ideal hub culture, e.g.finance, skills?- A PHYSICAL SPACETHAT GATHERS THECREATIVE COMMUNITYBY OFFERING DESKSPACE AND AN ANNUALPROGRAMME OF EVENTS- OUR TEAM WILLINITIALLY BE MADEUP OF TWO FULLTIME MEMBERS OFSTAFF – ONE FOCUSEDON MANAGING THESPACE, THE OTHERON BUILDING THECOMMUNITY- PUBLISH CALENDAR OFEVENTS- DEVELOP PARTNERSHIPSWITH LIKE-MINDEDORGANISATIONS- FILLING A GAP ASTHERE’S NOT ENOUGHSUPPORT FOR THECREATIVE INDUSTRIES- FUNDING- WE WILL OFFER:EVENTS, WORKSHOPS,ACCESS TOEQUIPMENT,MENTORING,ADVICE SESSIONSWITH EXPERTS ANDINTERNATIONALOPPORTUNITIES- EVENTS ARE PRICEDTO BE ACCESSIBLE:COVERING COSTSWITH A 10% SURPLUS- OPERATE MONDAY FRIDAY- USE ONE SOFTWAREFOR OURFINANCE ANDADMINISTRATIVETASKS- DEVELOP RELATIONSHIPSWITH HIGH LEVELSTAKEHOLDERS E.G.LOCAL GOVERNMENT,LOCAL ECONOMICDEVELOPMENT AGENCIES- CONNECT WITHNATIONAL ANDINTERNATIONALnetworks- Develop a community- RESPECTED FOR OURPROFESSIONALISMAND UNDERSTANDINGOF THE SECTOR- VALUED FOR OUR ROLEIN CONNECTINGTHE CREATIVECOMMUNITYBUILDING YOUR HUB CULTURESPACE- STAFF CAPACITYPOTENTIAL ENABLERSWhat can you access tohelp you to achieve yourideal hub culture, e.g.partnerships, funding?- PARTNERSHIPOPPORTUNITIESEXTEND OUR SCOPE- FUNDEDCOLLABORATIVEPROJECTS34
WHY USE THIS TOOL?There is no one-size-fits-all hub leader and each hub hasdifferent needs that the leader must address. Being a hubleader comes with many rewards as well as many challenges.LEADING YOUR HUB1.4Foundations ofa Hub Leader1It is important to support your professional development,ensure your wellbeing and avoid burn-out. Looking inward andknowing your personal values, the skills you have and thoseyou want to develop is vital to achieving your goals as a leader.Looking outward to the challenges you face lets you identifythe support and stimulus you need in order to maintain yourmotivation and focus.45HOW WILL THIS TOOL HELP ME?This tool helps you to spell out some of your unique qualities,consider what you need to develop in yourself and where toget inspiration or assistance.Identifying your strengths and weaknesses can help you planfor supporting yourself. By exploring your personal drivers,you are well placed to consider how your behaviours andactions affect your team’s ways of working and influenceyour hub culture.You can start to build a team and support network (e.g.collaborators, partners, mentors and advisors) that play toyour strengths and balance out your weaknesses.You can adapt this tool and share it with your team toexplore shared goals, strengths, challenges and skills gaps.36
11Take a few moments to think about what success lookslike for you as a leader and complete the ‘Dreams’section.3Now consider the personal values that are important toyou.4You will have many values you identify with – prioritisethe six most important.5Think about which skills you are adept at, which youare weaker at and would like to develop or require insomeone else.6Then move to the lower section of the tool – this sectionis outward looking.7Where or from whom do you gain your creativemotivation and stimulation?8What are the key challenges you face in your role?These may be from within the hub (e.g. team, venue) orexternal (e.g. funding, location).9Now think about the kind of support you need to growas a leader. Where might this come from?10Be specific: it could be an individual, support network,training, learning from others, or something else.Defining the NeedSelf Reflection FrameworkFOUNDATIONS OF A HUB LEADER2Start in the upper section of the tool – this is inwardlooking.RELATED TOOLSLEADING YOUR HUBHOW DO I USE THIS TOOL?38
WHY USE THIS TOOL?Self reflection allows you to think about yourself as a leaderand better understand the way you work and interact.LEADING YOUR HUB1.5Self ReflectionFramework1You might have found yourself in a leadership positionthrough the organic development of your hub or you mayhave deliberately worked for it. Either way, taking stockof situations helps to embed learning, clarify where you wantto be and plan what action you need to take to achieveyour goal.HOW WILL THIS TOOL HELP ME?45The ability to be self reflective and adopt a learning mindsetcan transform your working style, your priorities andyour ability to lead a team and community. Reflection isparticularly powerful when linked to action and can helpyou to build resilience – to bounce back and recover fromsetbacks and progress confidently into your future.Self reflection allows you to: Consider the effectiveness of your own leadership skills,styles and tools in a structured way.Be aware of what works and what does not.Acknowledge a deeper understanding of how yourmotivations, knowledge, experience and contextinfluence your behaviour.Find what you need to put in place to care for yourneeds and be an effective leader.40
11Think about a particular situation or experience thatwas especially challenging.Place this in the ‘What?’ section of the tool.3Now think about your response to this.4In the ‘So what?’ section, state what action you took.5Then tap into your senses and describe how thesituation felt, what you learned and what additionalinformation you might need to complete yourunderstanding.6In the ‘What now?’ section state how you will do thingsdifferently next time.7What will you do to ensure your proposed actions alignwith your values and the values of your hub?8From the lessons you learned, what insights can you useto help you shape future action?9Now think about who could assist you to move forward.What can you do to get them on board?10Identify a mentor who is further along on the journeyand can share their experience and knowledge with you.Foundations of a Hub LeaderSELF REFLECTION FRAMEWORK2RELATED TOOLSLEADING YOUR HUBHOW DO I USE THIS TOOL?42
LEADINGYOUR HUBTOOLS144
This tool will help you describe the change that you want to make by definingyour vision and mission statements. Remember these statements need to bealigned to your values. Try to keep it simple and be aspirational!MISSIONWhy does your hub exist?What will your hub do?What are the changes you want to bring with your hub?Who will benefit and how?What does the future you want to create look like?How will your hub reach the goal stated in your vision?My vision statement is.My mission statement is.The action I will take after completing this exercise is.source: adapted from vern mcginnisVISIONLEADING YOUR HUB1.1Vision and Mission146
What is the key issue you aretrying to address? Why is itimportant? What potential doyou see?Who is it an issue for?What would happen if the needwas not addressed?This tool will help you see your starting point from various angles. It will alsosupport you to define the wider context and issues associated with it. Aftercompleting this tool, you will be able to analyse the need you are meetingwith a clearer structure.What social or cultural factorsinform this?What evidence do you have thatthis is worth investing in?LEADING YOUR HUB1.2Defining the Need1Can you think of this need ina different way? Can you find anew perspective?source: adapted from diy toolkit48
This tool will help you think about key elements that shape your hub culture.Take into account your hub values and your users’ preferences and needs –what kind of environment do they want to engage with (e.g. formal, relaxed,supportive, inspiring, etc.)? Once you have completed each section, prioritisethree actions to take forward to achieve your NPOTENTIAL BARRIERSLocation, online spaceaccessibility, design, layout,facilities (e.g. cafe menu,childcare).Diversity, behaviour, dresscode.Pricing, contracts,marketing, membership,opening hours.Stakeholders, e.g. networks,partners, users/audience.How would yourstakeholders describe yourhub? Does this fit withyour hub’s ambitions andvalues?What stands in the way ofyour ideal hub culture, e.g.finance, skills?LEADING YOUR HUB1.3Building Your Hub Culture1POTENTIAL ENABLERSWhat can you access tohelp you to achieve yourideal hub culture, e.g.partnerships, funding?The action I will take after completing this exercise is.50
This tool will help you identify your personal drivers, skills and aptitudes forrunning your hub. It also lets you reflect on your motivations and the supportyou can access when you are facing challenges.LEADING YOUR HUB1.4Foundations of a Hub Leader1DREAMSWhat is your personal vision? What does success look like for you?VALUESSKILLSWhat are the characteristicsand behaviours thatmotivates you?Which are your strengths?Where could you improve?INSPIRATIONSSUPPORTWhat stimulates you and hascreative influence on you asa leader?What kind of help do youneed? Where can you seekassistance in your role?What are the key issues you are facing in your role?The action I will take after completing this exercise is.credit: journey associatesCHALLENGES52
WHAT?SO WHAT?WHAT NOW?This tool will help you to increase self awareness by reflecting on animportant situation or experience. By considering your actions, theirconsequences and what you learned, you can adapt your working style andleadership approach to help you stay on track.LEADING YOUR HUB1.5Self Reflection Framework1Situation or experience (Describe what happened)What did I do?How did it feel?What did I learn?What else do I need to know aboutthis situation?If I was in this situation again, whatwould I do differently?How can I ensure that any futureaction is in line with my hub’s values?What insights and key lessons willI take forward?Whose help could I use next time?How can I secure their support?The action I will take after completing this exercise is.54
CONNECTINGYOUR HUBNurturing and maintaining connections is at the heart ofevery successful creative hub.Knowing the breadth of your community and understandingthe full scope of its needs is vital to ensure you providethe best possible hub environment and relevant activities.Finding effective messages and channels to engage andcommunicate with the full range of stakeholders puts you ina strong position to achieve your aim.THIS SECTION CONTAINS:21Mapping Your Stakeholders2Persona Development3Elements for a Persuasive Story4Activities to Offer5User Research Plan56
WHY USE THIS TOOL?A hub can be viewed as a system of relationships, bothinternal and external.The reach of your stakeholder network might be extensive.It could include your team, tenants, collaborators, partners,supporters, influencers, beneficiaries, suppliers, etc. It couldalso include the wider context like local government, fundersand the media.CONNECTING YOUR HUB2.1Mapping YourStakeholders2Some will have more influence on the success of your hubthan others. By building connections and trust with differenttypes of stakeholders, you can inspire new ideas, createopportunities for your network and achieve success.30HOW WILL THIS TOOL HELP ME?This tool creates a visual representation of your hub’secosystem. You can identify current stakeholders and thoserelationships you want to nurture to support your vision.Sorting different types of stakeholders lets you think aboutwhat messages are important to them and how to reachthem. Knowing the types of relationships you have withdifferent stakeholders means you can prioritise those whocan directly influence your success over those who mighthave a lesser impact.When you see clearly the importance of each connectionto achieving your goal, you can plan how to managethe relationship and allocate your effort and resourcesappropriately.58
21RELATED TOOLSStart with clearly stating the ‘Purpose’ of your hub.Vision and Mission2Now think about the individuals and organisations thatinteract with your hub. Be as specific as you can – usename, title and organisation when naming contacts.Use one stickie per stakeholder. This will make it easierto move position and cluster on the worksheet.4‘Direct Stakeholders’ are those with the greatestinfluence on your success.5Think about people within your hub, such as your team,as well as those outside, such as your collaborators andfunders.6‘Indirect Stakeholders’ can also be powerful and needto be carefully managed. These might include thosewho benefit from your hub, funders who support it orjournalists who can promote your success stories.7‘Potential Stakeholders’ may have a future impact onyour hub or might represent a direction you want tomove in. They could include a new target group orpossible investor.8You can cluster your stakeholders into themes onyour map to help you see where there are similaritiesbetween individuals or organisations.9Share your stakeholder map with your team and askthem to add to it.Defining the NeedMAPPING YOUR STAKEHOLDERS3CONNECTING YOUR HUBHOW DO I USE THIS TOOL?60
2CONNECTING YOUR HUBaffeepctegred b closatee?ystinf whaluetyncoeoYOURHOME FOR CREATIAETVEACRntioWhat PURis the POam SbiWho hasDIRECTSTAKEHWho doyouOneeWho isd to LDEmosRSkety affirect sectetakdbywehhaoldtyerous?do?ewithinINDIRECT STAKEHWho hasinflueOLnceDEon tWho is inRShedirecdtlE?r hubyourfoESPOTENTIAL STAKEHWho wouldOLDyou like toERSengagnNDERS,CORE FU ERSARD,TNR BO ENT PAR, OU L & EVEAM OUNCICIONAL FUNDERS, LARGE CREATIVE STANRETNTUDIOS, INOS&GITSAIOVERNAGRNMEOLNT BAICREODIMMESDERNOSU,FILNATREURCNTLAUTCI,OSTRIES PRODUCTS AND SERVICES NAL CREATIUDNAND COVE COIVE I OF CREATIVERTPOAREATE S MMUNCR UMERSRECTO ITYE,RWID CONSOUR COMMUNITYOFACADEMI CREATIVC PAR ES, OTNER URS, LO T?oud?oCALoydtuhawMAPPING YOUR STAKEHOLDERSthefuture?COMPLETED EXAMPLE OFMAPPING YOUR STAKEHOLDERS62
30WHY USE THIS TOOL?When designing your hub – the physical or virtual space,the activities and services, the experience – it is important tothink about who will interact with each element and how thatexperience will meet their needs.CONNECTING YOUR HUB2.2PersonaDevelopment2For this we use personas: fictional characters based on realdata and insights you can gather about your stakeholdergroups. Giving each group a personality, values and othercharacteristics reduces anonymity and lets you connect withthem from a more personal and emotional perspective.Create one persona for each of your stakeholder groups.Keep these personas in mind when designing or critiquingyour activities – then the results are likely to meet theirneeds more effectively.HOW WILL THIS TOOL HELP ME?While Mapping Your Stakeholders identifies specific groupsin your network, personas bring them to life by connectingwith them on a deeper, emotional level.Personas let you delve into the
Starter tips 14 Setting up 16 1. LEADING YOUR HUB 18 1.1 Vision and Mission 1.2 Defining the Need 1.3 Building Your Hub Culture 1.4 Foundations of a Hub Leader 1.5 Self Reflection Framework The Tools 44 2. CONNECTING YOUR HUB 56 2.1 Mapping Your Stakeholders 2.2 Persona Development 2.3 Elements for a Persuasive Story 2.4 Activities to Offer
ambonare inc hub as 18,700.00 ambonare inc hub as 373,223.00 amtex scale & system hub wo 250.00 austin ribbon & comp hub wo 422.60 ava consulting hub as 175,658.31 flores and associate hub hi 62.00 hydrozone landscape hub hi 5,145.00 ibridge group inc hub wo 540.00 language usa inc hub wo 254.80 precision micrograph hub wo 17,837.88
Starter tips 14 Setting up 16 1. LEADING YOUR HUB 18 1.1 Vision and Mission 1.2 Defining the Need 1.3 Building Your Hub Culture 1.4 Foundations of a Hub Leader 1.5 Self Reflection Framework The Tools 44 2. CONNECTING YOUR HUB 56 2.1 Mapping Your Stakeholders 2.2 Persona Development 2.3 Elements for a Persuasive Story 2.4 Activities to Offer
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