Articles about leadership in non-profit organisations.
Three Cheers for the Chair
Every board member has an important role to play in the governance of your organisation, but it is your board Chair who has the greatest influence over the culture and focus of your board activities. As such it is crucial that boards carefully consider their Chair’s appointment and make sure they choose the right person for the job. When discussing the role of Chair for your organisation, there are several things you may want to consider.
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.
Aaron Hurst on Creating Purpose
In this video, Aaron Hurst – CEO & Co-Founder of Imperative and author of The Purpose Economy – outlines the value to individuals and organisations of finding and creating purpose in your work. Transcript (Auto-Generated) It’s up to you to create that purpose. It’s not about getting to some level, some amount of money purpose is your choice, we need to let go of these three myths and realise purpose is not about a cause you don’t need a non-profit or charity to give you purpose you don’t need to get struck by lightning and you don’t need to have a certain amount of money or title to deserve or develop purpose once we let go of those everyone has ability and access to purpose and this matters because it’s tied to how long you live people who work and live with purpose live longer and their well-being is higher and in studies we’re now doing with companies like LinkedIn we’re finding people who work a purpose are higher performers than those who aren’t.
Growing Capacity in the face of continuous and complex change There is so much talk about the need for “leadership”. Whenever things get difficult, up goes the call – “someone please help us get out of this mess” (at no cost to ourselves)! In an ever faster, more complex world, organisations face difficult change and uncertainty. Even new possibilities present complexity. Corporates have to navigate shifting markets and global competition: yesterday’s leading companies may be tomorrow’s basket cases.
The Power of People and Collaboration to Create Lasting Change
Whether they see themselves as leaders or not, those who have the drive and passion to create social change are the people we need to back. We need to invest time, energy and resources into creating opportunities for these individuals to connect and collaborate, so they can develop new approaches and new ways of thinking if we are to overcome the tough social issues facing Australians today. The social problems we face today are complex and far-reaching.
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.
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.
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.
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?