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
In this three minute video, Martyn demonstrates and explains a simple tool that you can use with the executive team in your charity and social enterprise, to quickly prioritise the big initiatives
Like any tool that’s poorly understood, the “theory of change” seems to have as many nay-sayers as proponents. So, in an attempt to demystify what can be an extremely powerful technique, let me share my experience.
Nobody enjoys closing services, cutting staff, and potentially reducing impact, but if that’s what needs to happen, it can’t be done reluctantly and half-heartedly.
Great leaders create more leaders, not more followers. That’s why the true measure of any leader is in the quality of the team they lead.
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.
Most charities, particularly when dealing with the public sector, tend to focus on just two elements of business development. Which means they’re missing a huge opportunity.
“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.
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 […]