Red flags, risk matrices, or bow-ties?

Red Flag Memes Last year red flag emojis became something of a meme on social media. While red flag warnings were used most frequently in posts about personal relationships, they were also used in posts on political, sports, and business matters, amongst others. While it may be stating the obvious to observe that red flag… Continue reading Red flags, risk matrices, or bow-ties?

Clarifying expectations – when specifics matter

Misaligned expectations are often an underlying cause of error, tension, and conflict. This is true for nonprofit organisations as much as for any business entity (and family and friendship groups for that matter). When we expect one thing, and something else happens instead, many of us experience emotional responses ranging from delight and surprise, through… Continue reading Clarifying expectations – when specifics matter

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

Measuring your social value (impact)

Traditional notions of value in the context of organisational governance have tended to focus on economic definitions and metrics. Value for money, profitability, cash flow, price/performance, and ‘value adding’ through risk reduction, automation, demand aggregation, logistic efficiency, etc. are just some of the forms of economic value used by managers and directors to assess the… Continue reading Measuring your social value (impact)

“Am I thinking what you’re thinking?” – Perspective taking Vs perspective sharing

The conversational query “Are you thinking what I’m thinking?” may have become a cliche, but rephrased (as in the heading above), it may help us to think a little more deeply about how we try to understand each other. We have been urged not to judge another until we’ve walked a mile in their shoes.… Continue reading “Am I thinking what you’re thinking?” – Perspective taking Vs perspective sharing

Are we there yet? Evaluating NFP outputs, outtakes, outcomes & impact

Evaluation – Part 2 Evaluation is one of the central elements in the EDM (Evaluate, Direct, Monitor) Governance Model, but its role in governance (and management) is often obscured by the use of other terms, like ‘problem-solving’ or ‘decision-making’. The importance of evaluation in non-profit governance is highlighted in the extracts from AICD’s NFP Governance… Continue reading Are we there yet? Evaluating NFP outputs, outtakes, outcomes & impact

The Scales of Governance: Weighing options, arguments, evidence & consequences

Evaluation – Part 1 We use the term ‘on balance’ as a shorthand way of saying that we have come to a decision or choice after considering the power, influence, or ‘weight’ of both sides of a question or issue. This invokes metaphoric reference to a set of balance scales – as in the ‘scales of justice’ (see header image). Evaluation skills, sometimes… Continue reading The Scales of Governance: Weighing options, arguments, evidence & consequences

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 Volunteer Engagement & Coordination

NFP Volunteering – Part 2 Part 1 in this series of posts on NFP Volunteering argued that succession planning in most non-profit organisations cannot be separated from volunteer training, development, and support. Given non-profits’ heavy reliance on their volunteer workforce it is important that they take care to coordinate their volunteer efforts and optimise their… Continue reading NFP Volunteer Engagement & Coordination

Change resistance and response

Context In my previous post, issues encountered by various of my non-profit clients were identified as catalysts for application of an empathy mapping response, in order to gain greater insight into the underlying causes of resistance to change initiatives. The issues and circumstances were summarised as follows: – a CEO dealing with resistance to cultural… Continue reading Change resistance and response