The role of an NFP director continues to become more complex in an increasingly challenging environment. Half of directors who responded to a recent s...
The benefits and risks of teams working remotely Over the past few years, beliefs about how, where, and when work is performed have shifted, and emplo...
Articles about leadership in non-profit organisations.
Leadership
The Power of Your Stories
Often when I’m working with not-for-profit (NFP) organisations, I find myself sitting opposite a member of the Board. I look across the desk and see an accomplished, sincere and, let’s face it, very busy person and I’m always shaking my head and asking: ‘Why do they give their time? What moved them to put up their hand?’ I’m not sure many board members ask themselves these same questions though – except perhaps when facing frustrations or juggling competing priorities.
Moya Sayer-Jones
Developing the Next Generation of ‘Givers’
When I was young it was normal for our family and friends to spend time helping a friend build a shed, dig a garden for our elderly neighbours, share a feast of home grown fruit or vegetables, invite newcomers to a welcome bar-b-q and to visit others who had exciting and different foods to share – especially “exotic” Greek or Italian food. Our spare time activities revolved around community – winter and summer sports, community action and fundraising, local art groups, local theatre etc.
Sallie Saunders
Felt Leadership
I spent my formative years growing up in the ‘60s with a very much older set of parents. Older by a decade than probably most others, older in their world views and values, and older in their behaviours too. They were my ‘leaders’. They mostly said, and occasionally did, the things that they wanted or expected of me and like many other kids of the ‘60s – I did the things that I wanted to do.
Clive Blunt
Leading Change That Sticks: The Board’s Role
Are you part of the problem? It’s January and with New Year’s Resolutions fresh, it’s a time to contemplate change. Few would dispute that we are facing a time of what seems like increasing change and complexity. Failure to convert intention to action is a major risk in planning and responding to the changing landscape. What if as a director, and as a board, your own unconscious motivators around change were part of the reason for change being unsustainable in your organisation?
Corrinne Armour