Articles on Governance and Leadership in Purpose Driven Organisations.
Gavin Nicholson on Why Processes Really Matter
In this video, Gavin Nicholson – Associate Professor at the QUT Business School – examines how testing underlying assumptions and instituting better processes can subvert poor decision-making. Transcript This is a very abstracted kind of decision that I’ve got here, but I really wanted to make the point that you can have all the information in the group and still make a bad decision, depending upon how you make the decision, the actual process.
Why Miscommunication Happens Among Directors
In the game Pass the Message, the first person in a group whispers a secret message to the second, who in turn whispers it to the third. This goes on down the chain until the message reaches the last person. More often than not, hilarity ensues when the last person announces the message they received because at this point, the original message already evolved, making it significantly different in amusing ways.
Planning for the Election: Government Relations for Not-for-Profits
Engaging with the government can be a difficult feat for Not-for-Profits, given the pressures of budgets and resources in today’s operating environment. But with the Australian Federal Election scheduled this year, now is a better time than ever to rise to the challenge and start (if you haven’t already) engaging with our nation’s representatives. Here is a step-by-step guide to help you kick-start and manage your organisation’s government engagement efforts for this election year:
Could You Do with a Lawyer on Your Board?
Statistics from America suggest two interesting things about board membership: A lawyer/director increases an organisation’s value by 9.5%; and The number of lawyer/directors in America has doubled in recent times But if you have a lawyer on your board, what’s your experience? The reality is that any good board member needs to perform to the five governance commandments: Be able to contribute to strategy See opportunities and threats Be willing to challenge management Make decisions, not just express views Be clear thinkers with good judgement Lawyers, or even accountants or retired politicians don’t have a mortgage on these qualities.
Robust Strategic Leadership in Greater Need than Ever
An awakening to current economic realities and the search for efficiencies by state and federal governments has triggered a period of transformational reform – spurring leaders of non-profit organisations to reassess the viability of their models and make a raft of critical strategic decisions. Recent policy changes, such as the introduction of the National Disability Insurance Scheme (NDIS), have had far-reaching effects, impacting large well-established organisations as well as a variety of smaller operations.
Darren Fittler on Knowing Your Organisation’s Purpose
In this video, Darren Fittler – Lawyer at Gilbert + Tobin – discusses the strategic value of understanding your organisation’s purpose, not just what your organisation does. Darren facilitated a workshop entitled “Never Forget Your Purpose…Ever!” at the Better Boards Conference 2015. See more speakers like Darren at the Better Boards Conference.
A New Revolution: Breaking Down the Governance Bastille?
Do you ever wonder why everyone keeps telling us in NFP governance, that ‘one size doesn’t fit all’ and then proceeds to tell us precisely what ‘best practice’ dictates about how we must govern? The body of ‘best practice’ lore usually comes from asking questions about how things are done in comparable organisations. For a start, the answers are too often based on looking at how things are done in non-comparable large listed corporations.
Unleashing the Power of Purpose
In Aaron Hurst’s book ‘The Purpose Economy’, he says “purpose comes when we know we have done something that we believe matters, to others, to society, and to ourselves.” Hurst believes that the nature of purpose is often misunderstood, a point of particular relevance to leaders of for-purpose (not-for-profit) organisations both at board and executive level. Our suggestion is that there is untapped potential in connecting to the power of purpose – both at an individual and organisational level.
Elise Sernik, Melissa Macpherson