The problem with setting targets is that you achieve them, when perhaps you could have achieved far more.
A single, harmonious organisational culture is a myth. Subcultures are inevitable, but they don’t have to be a problem if you follow these steps.
In any organisation there will be lots of people who have ideas as to how things could be improved, but how do you decide which ones to back?
If you don’t have the capabilities to deliver your intended strategy, you’ll fail. In the same way, if you don’t have the right culture to deliver it, you’ll fail. And the solution is no different in either scenario.
If all you’re doing in most of your meetings is agreeing to carry on with the current plan, your time would probably be better spent elsewhere.
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
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.
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?
What could you do with five times the number of volunteers, members, donors, campaigners or paying customers?