Premier Leadership
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.
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.
How are you examiniming the stories, traits, and cultural barriers that are preventing your organisation from achieving its potential?
The most memorable compliment I have ever received from a client, was this: “The most valuable thing about you, Martyn, is that you know nothing.”
Relationships and customer understanding are, and always will be, the currency of charity business, just as they are for every other kind of business
We all have our default self-talk, and our own ongoing narrative telling us who we are, and who we need to be for others. But it doesn’t have to be fixed. We can all rewrite the story.
Before you can influence anyone about anything, you first need to understand them. And this is where the early signs of resistance can offer you the single most valuable opportunity of your entire strategy process.
How do you stop “holding” all the stress around uncertainty and unpredictability on your own, and instead, help your people share the load and grow through the experience?