Articles

Nurturing Organisational Health

In the ever-evolving landscape of organisational management, the quest for sustained success amidst uncertainty remains a challenge. A quote from Professor Dutch Leonard at the Harvard Business School really resonated with me and the work we do in the not-for-profit sector. “We cannot have low expectations for what we deliver to those we serve, nor for what they deserve.” This should be applied to both our teams and our beneficiaries. In Life Ed’s case, we serve young people every day, and the core teaching practice is that we have high expectations for every child we work with.

It Takes Two To Tango

The role of an NFP director continues to become more complex in an increasingly challenging environment. Half of directors who responded to a recent survey1 stated they are spending more time on their director role compared to the previous year. One way to keep this in check is to focus on improving how information flows between your organisation and your board, and vice-versa. A fundamental mechanism for information flow is the reports presented to your board from the CEO and management.

Board Dynamics: Overcoming Miscommunication Among Directors

Effective communication is the lifeblood of any well-functioning board of directors. When miscommunication occurs, it can lead to confusion, poor decision-making, and misalignment that undermines the board’s ability to provide strategic oversight and governance for the organisation. Just like the game of “Telephone” where a message becomes increasingly garbled as it gets passed along, miscommunication among directors can distort critical information and perspectives. There are several key factors that contribute to miscommunication within boards.

What is Strategic Planning?

Strategic planning is a critical process that helps organisations chart their future direction. With business environments continually evolving, organisations must regularly re-evaluate their strategies to ensure they maintain competitive advantage. While the fundamental principles remain the same, strategic planning today is notably different than past approaches. Table of Contents What is Strategy? What Is Strategic Planning? The Strategic Planning Process Key Trends Reshaping Strategic Planning The Board’s Role in Strategic Planning The Chairperson’s Role in Strategic Planning The CEO’s Role in Strategic Planning Evolving Approaches to Strategic Planning Overcoming Strategic Planning Challenges Elements of Effective Business Strategy How to Define Strategic Objectives Scenario Planning for Strategic Foresight Implementing Strategic Plans Pitfalls to Avoid in Strategy Execution Evaluating Strategic Plans Updating and Evolving Strategies Criticisms of Strategic Planning Alternatives to traditional strategic planning Strategic Planning Templates In Summary Additional Resources & F.

Post-COVID Lessons for Strategic Leadership and Planning

We certainly hope that we are now travelling in a post-pandemic world, having spent the best part of three years being disrupted across all areas of life by COVID. We all saw the unexpected arrival of a global pandemic, a dramatic increase in remote working, and a louder call for equity and inclusion in the workplace. Our global economy continues to experience turbulence. Leaders right now are trying to work out what the “new normal” actually is post-COVID, with many authors on the subject settling on some sort of hybrid model of work that tries to balance a perceived conflict between organisational needs and personal preferences of staff.

What Is a Shadow Director?

Board directors often ask others for advice on a range of issues related to finance, law, risk, and governance. On occasion, these relationships can cross a line and create the complicated dynamic of having a shadow director. A shadow or de factor director is a person who exercises a high degree of influence on the organisation and/or leads management-related work that would typically be assigned to a Board director. Having a shadow director can give the impression to a company’s stakeholders, creditors, and employees that the people making decisions are not being transparent.

The Power of Strategic Collaboration

Once upon a time, not so long ago, the not-for-profit sector and business seemed to follow well-trodden and demarcated paths. Tackling the tough, insoluble social issues was seen as the NFP remit, and private business just needed to, well, get on with business. But times have changed. Yet those pesky, social problems have remained, well, insoluble. Communities and the challenges they face have become more complex, and the solutions needed to address them need to become more innovative.

What is a Disqualified Person?

If your Australian charity or not-for-profit is unsure whether an individual serving on its board or committee (or applying to serve) is a Disqualified Person, the first step is to understand the definition of a ‘Responsible Person’. The next is to review whether the rules set out by regulators have been followed. Under the Corporations Act 2001 (Cth), Australia has strict governance standards that ensure charities make reasonable efforts to check whether the people they select as board members, committee members, and trustees are not disqualified from managing a corporation or from being selected as a Responsible Person.

Uncovering Your Purpose as a Leader

When change is omnipresent, your leadership effectiveness is amplified, which is why it helps to have an acute understanding of your purpose as a leader. How do we define this type of ‘purpose’ and why is it so important? How can you uncover it and create a plan of action? We’ll look at several types of ‘purpose’ before honing in on what is meant by your ‘purpose as a leader’ and then I’ll outline how to uncover yours.

Finding Collective Leadership Success

People join boards for various reasons and bring their personalised interpretation of leadership styles based on compounding individualised influences and knowledge of organisational governance on specific operational and strategic components that accumulate followers from either fear, admiration, or financial goals. Research findings have proven continuously through analytical assessments that many organisations need to incorporate the findings of historical board failures and academic research into their board’s selection tools and guides when developing and building their boards, committees, and advisory groups.