We wear different hats according to the roles we are asked, or choose, to perform. Some of these roles also involve masks, which conceal our true feelings and views on the activities and tasks we undertake. Some work roles require us to wear personal protective equipment (PPE) and clothing, while for many, just wearing ‘corporate’… Continue reading Masks, blindfolds, hats, and armour
Tag: values
Diplomacy in the Boardroom, and Beyond – Part 2
We encounter many kinds of conflicts in different settings throughout our lives. Some are personal, involving the inner critic. Others are interpersonal, where we disagree with one another for some reason. Conflicts may also involve groups or organisations we belong to, while others are commercial, legal, or political matters, some of which are played out… Continue reading Diplomacy in the Boardroom, and Beyond – Part 2
Diplomacy in the Boardroom, and Beyond – Part 1
‘Conflicts’ in the boardroom are normal. That doesn’t mean we intend to be disputatious or belligerent though. Diplomacy is not reserved for national governments. Conflicts of interest, conflicting opinions, and interpersonal conflicts are some of the more frequently discussed conflict issues that Boards need to manage. The partial typology illustrated below suggests a few others,… Continue reading Diplomacy in the Boardroom, and Beyond – Part 1
A question of skillful questioning
Asking the right questions in the right way One of the shorthand ways of explaining what governance focuses on is to say it’s about ‘Doing the right things in the right way’. This post offers a reflection on one essential aspect of governance, that is used by every director at every meeting. Skillful questioning is… Continue reading A question of skillful questioning
Integrity – greater than the sum of its aspects
Integrity – Part 1 Integrity can be thought of as a ‘cluster’ concept, which, when taking into account all its subtle variations, is greater than the sum of its aspects. It is not so much a ‘slippery’ concept as one which reveals its many facets through the words it is paired with. Some common pairings… Continue reading Integrity – greater than the sum of its aspects
With ‘respect’ …
Organisational Culture – Part 7 Respect is a value espoused by many non-profit organisations – as one would expect. I suggested reflection on how respect is expressed within your organisation in a recent blog post, partly because it is so often at the core of workplace conflicts. Under different circumstances and at different times, we… Continue reading With ‘respect’ …
Organisational ‘Health & Wellbeing’
Organisational Culture – Part 6 Organisational dis-eases and mood disorders In recent posts, various metaphors for organisational culture have been noted, with the ‘garden ecosystem’ and ‘human personality’ being relied upon to reflect the nature of the organisation as a complex adaptive system. The human metaphor for an organisation can be extended to think about… Continue reading Organisational ‘Health & Wellbeing’
Ways of knowing and being in organisational culture
Organisation culture – Part 5 When we hold directors and managers accountable for a problem with organisational culture, we affirm that culture is a product of choices made and actions taken (or neglected). Consequently, it cannot be fixed and immutable. While it may be consistent (and sometimes even seems ossified), it is amenable to reshaping.… Continue reading Ways of knowing and being in organisational culture
Helping
The non-profit / for-purpose sector is all about helping. Each NFP organisation serves a cause and seeks to provide benefits to its clients and the broader community. Each seeks to be pro-social and ethical in its own way. Some may focus on the welfare of individuals or groups, while others serve a defined group like… Continue reading Helping
Filters and Factors in Deliberation
Deliberation – where strategic and personal perspectives meet. We directors and executives all like to think that we are rational beings, engaged in objective decision making processes to achieve governance and management goals. All of our best practice models describe linear and logical steps we take (or aspire to) to optimise performance and meet our… Continue reading Filters and Factors in Deliberation