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.
If a wealthy philanthropist offered to fund a 30% increase in the salary budget for your corporate centre indefinitely, how would you use that extra capacity?
“You didn’t tell me”, “they didn’t say anything”, and “why didn’t anyone raise this at the time”, should be red flags for any leader, particularly if it’s you who is saying them.
What could you do with five times the number of volunteers, members, donors, campaigners or paying customers?
Anyone reading the press over the last year could be forgiven for thinking that working in the charity sector is like living through The Blitz. It feels like the sector’s […]
Apparently, public trust is at an all-time low. Since the advent of the digital age, our general level of trust in governments and politicians, corporations, charities and the media has […]
The Agile Organisation: Charity CEO breakfast seminar 25th May 2017, London. As the landscape in which charities operate continues to change, many of us recognise the need for our organisations […]
One of the biggest challenges facing the UK is how we improve productivity across all the sectors of our economy, but it’s fair to say that it’s in the third sector where the pressure is most acute. How do we increase the productivity of an organisation? Well, it starts with you and me.
One of Michael Porter’s most under-used quotes is this: “the essence of strategy is choosing what not to do.” And it’s particularly relevant to charities right now when growing new income streams is at the top of most agendas…
A Theory of Change can be a powerful tool for all kinds of strategy decisions, whether the outcome you want is an end to tropical deforestation or a million highly-engaged volunteers…