As a child, Philip Bartey dreamt of becoming a Spitfire pilot, idolising the strategic genius of military leaders and the courage of those who overcame adversity. “I was more than interested in people with a disability who were leaders,” Bartey reflects, citing Lord Nelson’s triumphs as a source of youthful inspiration.
His aspirations to join the RAF were dashed by a diagnosis of colour blindness, a condition he had long suspected but only confirmed during his teenage years. Undeterred, Bartey’s passion for flight evolved into a love for chocolate, leading him to a management trainee role at Cadbury’s. His career soared, and by 29, he was the youngest board member at Harveys of Bristol, earning the affectionate nickname ‘the young whippersnapper’ among his more seasoned colleagues.
Bartey’s career took a transformative turn at 40 when he joined Leonard Cheshire Services, marking his first foray into working with disabled people. It was here that he realised the profound impact of the charity sector. He shares an anecdote in which a friend told him “once you come in from business, the disability bug grabs you, and you don’t want to leave it,” and indeed it did with Philip joining Autism Plus as its Group Chief Executive.
At Autism Plus, Bartey leveraged his business acumen to navigate the charity through financial challenges, applying the negotiation skills he honed in the wine and food industry. His leadership philosophy, inspired by historical figures like Lord Nelson and Douglas Bader, has been instrumental in guiding the organisation’s strategy. “It’s thoroughly enjoyable, and I thrive on the difficult challenges as well as the positive ones,” says Bartey, reflecting on his 19-year tenure.
Uniting for Holistic Care
When it comes to looking at the sector as a whole, Philip has long recognised the pitfalls of a fragmented approach to disability care. “I found that a lot of them are working in silos,” he says, referring to organisations that limit their scope to a single type of disability. Bartey likens this to the ‘bad back syndrome,’ where specialists focus on one issue to the detriment of the whole. “You’ve got to meet people and deal with the holistic condition,” he insists.
In 2007, Bartey spearheaded a rebranding of his charity to Autism Plus, signalling a broader commitment to all disabilities. This inclusive mentality led to partnerships like the one with the Royal Society for the Blind, where mutual support transformed services for those with complex needs.
Alongside partnerships, Philip also acknowledges broader aspects. “The sector is improving in diagnosis,” Bartey observes, “but the government has failed to address social care, especially for adults with autism and learning disabilities.”
Bartey spends a significant part of his job negotiating fees with local authorities, a task made tougher by financial constraints and a lack of governmental support. “It’s a considerable part of my job now,” he admits, detailing the strategic measures he employs to ensure fair funding. But despite the challenges, Bartey finds satisfaction in the ‘cut and thrust of the negotiations,’ applying his business and strategic expertise to advocate for those in need.
In this regard, Philip shares his candid reflections on the state of local governance and the urgent need for structural reform. “Authorities need to focus on what they can afford,” he asserts, highlighting the need for a sustainable approach to managing local authorities.
Bartey’s experience as a founder member of the National Government’s Local Enterprise Partnership in the Sheffield City Region in 2010 gave him a unique perspective on the need for greater communication between the various stakeholders.
Philip suggests looking to successful business models for inspiration, where efficiency and digitalisation are key. He points out the inefficiency of the current system, where local authorities are still reliant on paper-based systems, and advocates for a digital transformation that would allow for better management of funds and resources.
Bartey’s insights are a clarion call for policymakers to take decisive action and implement the radical changes necessary to ensure the long-term viability of local governance. His vision is one where local authorities are streamlined, digitalised, and capable of self-management.
Philip Bartey’s Vision for Success
As we come to the end of our conversation, we bring Philip’s unique, tactical, and well-ordered leadership style back into the spotlight. Drawing parallels with the legendary Admiral Horacio Nelson, Bartey hammers home the importance of inspirational leadership. “What won the naval battles the Admiral fought was his ability to create a Nelson out of every ship’s captain,” he reflects, underscoring the transformative power of leading by example.
Bartey’s approach is situational and adaptive, recognising that leadership is not a one-size-fits-all endeavour. He believes in meeting people where they are, guiding them from uncertainty to autonomy, and fostering an environment where each team member can flourish. “I believe that one of the most important things is inspiring your team to be wonderful leaders,” he states, advocating for a culture where credit is shared, and success is a collective achievement.
His leadership style demonstrates the belief that the true measure of a leader is not in the accolades they receive, but the growth and accomplishments of their team. Bartey concludes with a powerful message: “If you want to succeed, you need to succeed through your people.” It’s a simple yet profound principle that has shaped his journey and continues to inspire those around him.
Reflecting on Bartey’s insights, it’s clear that his leadership is not just about directing. Instead, his approach is much like that of Admiral Nelson, guiding others to become leaders in their own right.
