LinC (Leadership in Communities) Project 2018-2020

LinC 2018-2020 has taken the best of its programmes of 2015/16 that impacted on almost 100 community leaders and has sought to reach further, grow smarter and become more sustainable. With this in mind LinC now becomes three core components, Cultivator, Incubator and Activator, each with clear objectives and customised support and input to ensure our communities and programmes continue.

Incubator: Designed for those leading in their local community or community of interest… and wanting to grow and develop your leadership skills.

Cultivator: Designed for those leading in their local community or community of interest… and wanting to grow and develop leaders around you. LinC Cultivator

Activator: Public inspirational sessions that will provide opportunities for those involved in Incubator, Cultivator and others outside of these programmes to link up with others.  Activator kicks off in 2018 and more details about this exciting schedule will be posted soon. LinC Activator

In 2019 there are 35 team members in the Incubator and 65 team members in the Cultivator.

The Showing up differently: Collective approach to complex issues is a case study which outlines the key collaborative processes that have been developed in LinC and are transferable to other collaborative projects

See for details of each programme



The LinC Project (Leadership in Communities) was designed in 2015 specifically to support and enhance local leadership and recognised change agents drawn from the voluntary, NGO and also central and local government sectors across Greater Christchurch .

lincWebHeaderChange140814Press article Tuesday 8th September “Support for burnt out leaders”

Applications are now being accepted for the second 10 month cohort of 40 team members which commences in December 2015.  As in Cohort 1, 30 of the team members in this cohort will be leaders in either geographic communities (suburbs) or communities of interest (ie: sport, culture, arts, start-ups, social enterprise etc) who have been active in their communities over the last 3 years.  The other 10 will be drawn from staff of local and central government services in Greater Christchurch who work with communities (ie: the 3 Councils, CERA, MSD, CDHB etc).

The LinC Project 2015 and 2016 involved a comprehensive range of forums, coaching, peer groups and funded projects  and is being designed and facilitated by a team of local, experienced professionals in the field of leadership and community development named  The project was fully funded by generous sponsors including New Zealand Red Cross, CERA, Wayne Francis Charitable Trust, Tindall Foundation and the Ministry of Social Development with resource and networking support from the Christchurch City Council, Waimakariri District Council, Selwyn District Council, Canterbury Community Trust, University of Canterbury, CPIT and Gap Filler.   The LinC Project is also connected with the Community in Mind , a cross-agency psycho-social strategy and programme of action focussed on coordinated support of community well-being. Application forms and selection criteria for leaders in both communities and government services are available on the

I have worked with, Chris, Peter and Tim from Leadership Lab in this initiative related to the greater Christchurch Psychosocial Strategy. The initiative is focused on building leadership capacity at a community level with participants to include community volunteers, paid staff from NGO’s and government staff (both local and central). The initiative itself incorporates the latest leadership theories and applications. I have been extremely impressed by the passion and commitment the team bring to the initiative which has contributed, in no small way, to the outstanding success to date. There have been plenty of challenges and concerns presented by this model as is often the case with change and innovation. The Leadership Lab team have responded directly and carefully to the various challenges and the results have been dramatic and positive. This initiative has many players, many funders and many views and perspectives which have all had to be taken in to account in the development of the final model. I have no doubt that the time and energy by the team far, far exceeds the resources contributed to date. I believe this will be because the team believes what we are doing with this initiative really matters and has the potential to  contribute significantly to the social recovery of greater Christchurch. I am excited to be now in a position to progress this initiative to the next stage in partnership with the team. I am happy to be contacted to discuss further”

Denise Kidd, General Manager – Community Resilience, Social and Cultural Recovery, Canterbury Earthquake Recovery Authority (CERA)