Every radical new idea, every transformational opportunity, will generate objections. And in every objection, there will be text and subtext.
Lots of charities have areas of expertise that can be incredibly valuable to other organisations, but most will never get anything like their fair share of that value, simply because of the way they sell.
Certain words can make people within charities uncomfortable, but more importantly, can become a barrier that stops them engaging with the opportunities they represent.
The world is not going back to normal any time soon. This “rolling crisis” is here to stay for the foreseeable, and we’re going to have to think, act, and above all lead, differently.
The “drama triangle” can be a surprisingly thought-provoking model for shining a light on interpersonal dynamics. But also, perhaps, for thinking about the philosophy of a sector struggling to change.
It’s hard to be dispassionate and objective, let alone radically honest, when it comes to a charity’s services, but be honest – what do you actually, incrementally, bring to the party… if anything?
I’m constantly told by Chairs and CEOs they want their organisations to become more agile, embrace learning and innovation, and for their leaders to be operating far more strategically. So here’s what to do…
We know how important it is for people to receive credit and recognition and yet, even with that knowledge, we rarely give that gift to ourselves.
What for one person was a musing, an invitation to exchange ideas, a concept to kick around and play with, for the other was a suggestion that they interpreted as an instruction and passed on as an order.
It’s often said that strategy is as much about choosing what not to do, as it is about choosing what to do. And in a complex world with expansive thinking, that array of possibilities can be bewildering.