We are seeing an unprecedented level of widespread courage and vision with leaders unlocking change at a pace and magnitude they never could have considered prior. This has rippling consequences for the sector when you consider their research that links making “bold moves” as a CEO to organisational performance.
More than ever “teams” are the way value is created and delivered by organisations. But teaming well requires a certain kind of organisational capability. Here are the 10 reasons why teaming matters for leaders and managers, particularly in the social sector.
“I’ve been looking for exactly the kind of help you provide for nearly 2 years and I’ve wasted time and money with people that weren’t right. This isn’t about you. This is about you making sure, that people like me, who need what you do, know you exist.”
This is a slightly lyrical short story about a workshop I facilitated amidst the jangling context of COVID19. I offer it as a way to share the energy these workshops create and hope you feel nourished by the ripples of connection and reflective space.
Inside our team we’ve been sharing how each of us has been impacted by the current events of COVID19. What has been lovely are the gems that emerge – tips and phrases that feel supportive and insightful. Here is some of what we’ve found helpful for each other: Put your own oxygen mask on first: Most …
James Toomey here gives is sage and balanced explanation of how funding, measurement tracking and culture interlink in a way that supports or constrains innovation in the sector is powerful and insightful. Manage risk, governance and agility in a changing context.
