If we want our organisations to rapidly recover from the battering of 2020, we need to fundamentally rethink our attitudes to investment, ambition, and talent.
This year has been incredibly difficult for people who are used to working in an office environment. In my recent conversations, wellbeing and burnout have become resident features. So, here are my top seven things that can make a positive difference…
Many of us are facing huge choices about the immediate futures of our organisations. Scary choices, with big, long-term implications. There’s more than the typical burden of responsibility in these decisions. There’s the profound weight of legacy.
It’s also increasingly apparent, as I said it would back in April, that the ability to rapidly and continuously innovate is becoming a key differentiator between those who doing well this year, and those who are still struggling to stay solvent.
29th September 5pm – 6pm UK time. I will be joined by global creativity expert Natalie Nixon to talk and take questions about dialling up innovation and creative problem solving in the charity sector.
10th November 5pm to 6pm. I will share the models and techniques used by innovative businesses to radically reduce risks and financial exposure, while dramatically accelerating speed to market for new commercial ideas.
There can be big benefits to being small; benefits that increasingly get lost as organisations grow; benefits that can be incredibly hard to recapture through downsizing unless you deliberately set out to realise them.
It may sound like a stereotype, but in my direct experience of both worlds, people in the charity sector are much more naturally inclined towards collaboration. And yet, in general, we do far, far less of it than our more competitive commercial counterparts.
Tuesday 25th August 5pm: In this free, interactive webinar, I will share the principles, models and techniques of ethical selling: how it contrasts with the “hard sell”, and why it is far more effective in generating highly profitable, sustainable income streams.
Desperate times may call for desperate measures, but times of great change also create an opportunity to embrace great change in our response, through transformational thinking