Any strategy is pointless if it can’t be delivered, and the key to delivery is having everyone aligned and engaged, not merely with the tasks they need to perform, but with the objectives you want to achieve.
“Not all those who wander are lost.” In fact, they might just be about to create or discover something transformational…
The government says it has no choice but to go cost-cutting once again, but we don’t have to follow suit, and if we want to see a different outcome, we have no choice but to chart a different course.
Stories are incredibly influential, that’s why we use them in fundraising, campaigning and influencing, and parables have power, their whole purpose is to change attitudes – the foundation of organisational culture.
To bring most charity visions into reality requires us to fundamentally alter the outcomes of a complex and evolving system that will, quite probably, fight back, so simplistic interventions are unlikely to ever get us the outcomes we want.
How the “good news” of having an economic crisis on the back of a pandemic can show us how to rise to the challenge.
Charities are having to become ever more reactive and responsive, which means words like agility and empowerment are now right at the top of virtually every organisational agenda.
The irony of the charity sector is that, while we have the rules and oversight of a regulated industry, and the risk aversion of a conservative institution, most charities have all their power vested in just two people…
There are a million and one things charity leaders can do within their organisations, but get these two fundamental things right, and everything else will flow from there.
Coaching has become a byword for enlightened management. But it’s also become a shorthand for a mythical panacea and the default style all managers should adopt. It’s none of those things.