The idea of creating regular time and space for a “Meadian” model of teamwork seems almost unconscionable. But without it, we’re never getting off the hamster-wheel.
Whether it is about the importance of diversity in charities or the need to invest in public health and wellbeing, aligning agendas will always be more powerful than pushing a moral cause
When I wrote a paper on bringing systems thinking into strategy almost 4 years ago, it was hard to find many established charities paying more than passing reference to these concepts
I often see tensions and conflicts in my work, between trustees and executives, individuals and departments, even organisations across the sector. But do we always have the maturity to constructively resolve them?
It is normal to “tune out” the background mediocrities and modest dysfunctions of our teams and organisations, but it’s those things that come to define our cultural expectations.
The next time you manage to create some of that rare and invaluable free-discussion space with your executive or your Board, you might find it mind-expanding, to ask yourselves this…
As a sector, we desperately need better ways to play our game, and we will need to nurture our own Cruyffs and Guardiolas to envisage and exemplify them.
I’ve seen more strategies and engagement sessions than I care to mention, and far too many are little more than lectures about the logic.
Whether we’re lobbying for change, engaging initiatives with stakeholders, or simply pitching plans to the team, we are all basically selling
I’ve written before about the change that can when charity teams begin to appreciate the value of what they have, and of what they do, and volunteering turns out to be no exception.