With the 2022 Edelman Trust Barometer highlighting a cycle of distrust that threatens societal stability, prosocial action by NGOs has never been more important. While NGOs and businesses are more trusted than the government or the media, NGOs have slipped in their rankings in some countries – including Australia. International readers may find the following… Continue reading Social capital and the thickness of trust
Tag: associations
Creating Value using an integrated (multi-capital) approach
Value creation is a key function of every board and adding value is central to the roles of both directors and senior managers, but what do we mean when we refer to value in this way? The Capitals Coalition is a global collaboration that seeks to redefine value in order to transform decision-making. They recognise… Continue reading Creating Value using an integrated (multi-capital) approach
Organisational ‘personality’
Organisational Culture – Part 4 The personality metaphor ‘Organisational personhood’ refers to the legal concept that an incorporated entity, like a non-profit or for-purpose organisation, as distinct from its associated people (i.e. directors, managers, or employees), has some of the legal rights and responsibilities enjoyed by ‘natural persons’. (A ‘natural person’ in this sense is a human… Continue reading Organisational ‘personality’
Working ‘on’ or ‘in’ your organisational culture
Organisational Culture – Part 1 When we read about an association’s or charity’s culture in the media, all too often it is not a ‘good news’ story. They don’t generally give out Walkley or Pulitzer awards to journalists for stories about innovative, caring, or ethical cultures. The news focus, therefore, skews towards corrupt, risky, toxic,… Continue reading Working ‘on’ or ‘in’ your organisational culture
Delegation to volunteers – handle with care
Delegation ‘Power‘ The power to delegate some part of the board’s authority or functions (other than ‘the power to delegate‘*), is one of the legitimate powers enshrined in most non-profit constitutions. Not being able to delegate ‘the power to delegate’ makes sense, as ultimate responsibility must remain with the governing board. In small to medium-sized… Continue reading Delegation to volunteers – handle with care
NFP Success(ion) Planning: Pipelines and Pathways
NFP Volunteering – Part 1 Identifying future leaders and supporting their development is a key dimension of ‘resource management’ in the ‘For-Purpose’ sector. ‘Talent Pipelines’ and ‘Pathways to Directorship’ are often referred to in the succession planning literature, alongside the expectation that a board skills matrix (or director competency framework) should be used to select… Continue reading NFP Success(ion) Planning: Pipelines and Pathways
Policy Precedents: Benefits and Risks
Precedent Benefits The blank policy page can be as intimidating as any blank ‘canvas’ facing an author. Organisational policy writers working within an existing ‘policy culture’ will doubtless have templates, and perhaps even a ‘policy on policy-making’ (see links below) to guide them. Many smaller non-profit organisations, however, may not have reached that level of… Continue reading Policy Precedents: Benefits and Risks
Sledgehammer or scalpel? Governance capability development
(Part 3 – ‘Duty of Care, Skill and Diligence’ series) “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow While it may seem obvious that non-profit directors require a set of skills to perform their duties, elections or appointments… Continue reading Sledgehammer or scalpel? Governance capability development
Between Altruism and Greed
‘Self interest’ and ‘vested interests’ are central to governance of conflict of interest within non-profit organisations. Boards elected by members of a profession or industry rightly see their role as addressing member needs – often with a focus on members’ economic success or survival. While the conflict (or perception of conflict) between a director’s personal… Continue reading Between Altruism and Greed
Complexity – the view from the Chair
Those of us who have had the privilege of chairing meetings know that the view from that seat is entirely different from that of participants. “Like playing multi-dimensional chess” is the analogy sometimes used, as it evokes the multi-focal nature of effective chairing practice. The chair’s role inviting participants to speak and vote on motions… Continue reading Complexity – the view from the Chair