involved in the first place is priceless; the organisational processes and infrastructures - important though they are - are always a means to an end. Endurance: Stamina is absolutely critical. There is very little let-up for leaders in our sector, and because of low capacity, the chief executive is often the one handling matters directly. It can also be the nature of the work; you are supporting vulnerable people, campaigning on critical issues or supporting organisations who are up against it, all of which require all hands to the pump. Cross-sectors: There is a wider need for greater mobility of leaders across sectors. The challenges our society faces should not be left to any one sector or group to deal with. They require effort from public, private and voluntary sectors to adequately meet future challenges. The knowledge and skills one gains from cross-sector partnerships, getting involved strategically in other sectors, or even seconding or transitioning to other sectors can help spread knowledge, skills and learning. One of the best things about the voluntary sector is the value base and ethos it operates with, and we shouldn't be shy about sharing this. Traits: The Leadership 20:20 Commission ran an open consultation last year and asked, amongst other things, what competencies people looked for in a leader. The results ranked 'visionary and strategic change-maker' and 'insight, judgement and decision making' highest. Interestingly, the lowest ranked were 'connector and networker' and 'respect and celebrate difference.' All of these things are important, and should