Most of the charities I work with are having to change, but the thing that most often slows them down, is persuading their passionate long-standing people to embrace those changes
In this three minute video, Martyn demonstrates and explains a simple tool that you can use with the executive team in your charity and social enterprise, to quickly prioritise the big initiatives
Like any tool that’s poorly understood, the “theory of change” seems to have as many nay-sayers as proponents. So, in an attempt to demystify what can be an extremely powerful technique, let me share my experience.
2018 could be a challenging year for charities that provide services. But your assets, insights and expertise can be extremely valuable when offered to the right people, and there are often many routes to finding and helping your beneficiaries.
Nobody enjoys closing services, cutting staff, and potentially reducing impact, but if that’s what needs to happen, it can’t be done reluctantly and half-heartedly.
Great leaders create more leaders, not more followers. That’s why the true measure of any leader is in the quality of the team they lead.
When was the last time you stepped right back, took a really hard look at the true purpose of your organisation, your definition of ultimate success, the different end-games you could play to achieve it within the next few years?
Research has shown that paying people more money doesn’t improve their performance. But what it has shown, is that there are five other factors that make all the difference.
Scaling up a service to reach all of those who may need it can be a slow, expensive, often impractical route for charities. Here are six alternatives.
Most charities, particularly when dealing with the public sector, tend to focus on just two elements of business development. Which means they’re missing a huge opportunity.