Good Help Is Hard To Give

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Many people find giving help hard work. How many times have you tried simply to talk about what is bothering you, only to be met with “well – here’s what I would do”? With the implicit message that you should do that too.

Operating with the best of intentions we may give what we think is help before we are sure what help is required, before we are sure that any help is being asked for.

We’re asked a question and we answer it. In your experience – have you answered a question (helpfully) only to find out later that the person was intent on some purpose to the conversation other than the one you jumped to?

Let’s see if we can get better at giving help.

When you are asked a question or think you are being asked for help see if you can:

  1. Let the person know you are listening.
  2. Encourage the person to keep talking, by saying nothing, or try something neutral like “tough one”, “you seem worried about it”. The more the other person talks the more likely you will both find the focus of the conversation.
  3. Offer no advice until explicitly asked for it. Until you get the go-ahead to help, any advice is unsolicited and likely to be resisted.
  4. Preface any help with something like “something you might consider if you wanted to …’. The responsibility to do anything with your advice, and the choice to do anything with your help is the other person’s – so let’s make that clear upfront.

The vice of advice – giving unsolicited advice is like using crack – addictive for you – and you don’t have to put up with the consequences. Those who take the advice do.

By Joe Moore. Joe is the founder and principal of Kimber Moore Associates. He and his team are highly skilled in helping leaders and staff deal with uncertainty, change, complexity and conflicts. You can contact Joe here

Coworking: The Manager’s Choice

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Coworking centres could become mainstream more quickly than many managers realise.

If you have always thought that coworking centres were only useful for independent professionals – writers, journalists or small business owners with a staff of one – then think again.

A growing number of organisations are starting to use coworking centres as their main office.

I spoke with Brad Krauskopf—CEO and Founder of Hub Australia—recently in Melbourne and he said “We have several corporates using the hubs. Technology has enabled people to choose where they work and there is a huge demand for that flexibility.”

One of those corporate businesses is Do it on the Roof, a company that creates gardens on roofs and walls. CEO Shelley Meagher said that basing her business out of Hub Melbourne has not only reduced business costs but also provided a dynamic and high-energy working environment for her team of seven office-based staff.

My business has grown to the point where we could afford our own office but I am in two minds about leaving because there are so many benefits to being here”.

Another corporate at Hub Melbourne is Clearpoint Counsel, a seven-person legal firm. Joel Cranshaw, Founder and Managing Director, believes the hub has given his business flexibility and community. “Collaborating with a community of individuals and small businesses has helped shape our direction and kept us abreast of developments in the start-up community.”

The common thread in these comments is that the value of coworking centres is not just about the office facilities but the connections and relationships that happen in that environment. It may seem an unusual tactic, but for managers struggling to find good people, coworking could increase not only the size of their network, but also their recruitment possibilities.

Managers often believe that their staff would be less productive if they work remotely, away from other team members.  However, for some staff members a coworking centre could enable a work style that is most productive for them.

Karen Bond , Principal at  NewportNet — a flexible work space on the Northern Beaches of Sydney—agrees, saying “Research shows that most employees are more productive when they are given back some control of their work day: there are less sick days taken, less smoko breaks, less stress from traffic and the list goes on.”

Indeed, the evidence weighs against concerns about productivity. One example is a two-year study of flexibility in seven large UK-based companies, which found that most flexible workers—as well as their colleagues and managers—rated their work as good as, or better than, when they worked traditionally. They were also more committed than their peers to their organisation.

Managers on the hunt for a coworking centre may need to keep in mind that not all are set up to house businesses with larger teams. Karen advises “You need to shop around for the right fit: some coworking and smart work spaces have dedicated offices of all sizes to cater for larger teams of employees from the one company so they can knuckle down and get the job done but still have the social benefit of mixing with other like-minded coworkers around the water cooler.”

However with over 100 coworking centres and incubators nationally, and around half (46 per cent) considering opening another new site or expanding their existing location, the chances of finding what you’re looking for are growing.

Interestingly, Australia has been at the forefront of the growth of coworking spaces, behind only the United States, Germany and the UK.

It seems that the coworking trend has more to offer than many managers realise. If you’re interested to find out more about coworking, I would be happy to offer more information.

Nina Sochon is a Cause & Effective Associate. She is a High Performing Workplaces Consultant and a leading expert on remote and flexible work and can be contacted here.

What ACTUALLY is Executive Coaching

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Recently I worked with a business owner, Ron, on a problem that all business owners love.

We had a great coaching session and he got some great insights into the underlying issue and what steps to take next.
I also got some great learnings.

The first was when he asked me, a little shyly, “What, actually, is Executive Coaching, Ian?” I explained the differences between coaching, advisory and mentoring work.

Then he hit me with the blinder: “But I am not an Executive!”

Instantly, I saw that clients don’t need to be in “Executive” roles to receive Executive Coaching. That was learning number one.

Learning number two sprang from that quick insight: Executive Coaching is much more about the special nature of executive issues than the title or level of people in an organisation.

Some researchers and commentators call these special types of issues “Wicked Problems”, to distinguish them from other issues that people get coaching on.

Ron’s issue is a good example of a wicked problem:
•    It requires considerable mental effort to get its nature clear,
•    Its symptoms are changing all the time,
•    The surrounding context is very fluid and
•    There are often multiple options on what to do next.

This is quite a different situation to other forms of coaching where, say, a player wants their coach to help them move their left foot in a different way when they are kicking the ball.

Albert Einstein said: “No problem was ever solved with the same consciousness that created it.” In the context of coaching, if you have a wicked problem you might resolve it by sitting alone in a dark room and “thinking” about it. But, you are likely to resolve it faster and better by having your coach help you get clear about what the issue really is and to bring new awareness of all the issue’s dimensions and options for resolution.

Ron and I started by talking about business referrals, then we clarified that it was more an issue of managing growth and then quickly developed on to how to organise his whole business. He is wrestling with how to get more referrals while trying to establish a new branch, increase his revenue base, keep his franchisers on side, recruit new staff, work less extreme hours and focus more time and energy on high value tasks.

In less than half an hour, he saw that if he took a radical approach to his fixed costs he could increase his profitability, generate new referrals, grow his business and concentrate on more high value activities. This is an option he said he would never have come up with by himself. Whilst I suggested the focus on costs and the particular idea to reduce them, the subsequent design and plan came from both of us working together.

Ron will be able to take immediate action and in so doing he will cause a whole raft of ripple effects to occur to resolve some of his other issues like numbers and quality of referrals, his personal workload and the immediate need for a new shopfront.

And that breakthrough for Ron lead to a third learning.  In our coaching conversation, Ron got to see that the creative, energising and radical proposal he chose to take on came not from him sitting alone in a dark room, not from him listening to me being wise and experienced but from our shared thinking. “It’s like one plus one equals three,” he beamed.

That’s what Executive Coaching actually is.

By Ian Sampson : Ian is a Cause & Effective Associate. If you are facing obstacles as an executive, CEO or Director contact Ian here for a no-obligation exploratory chat about how coaching can offer new ways forward.

Sustainability Is About Evolution Not Revolution

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Much has been written about the need for NFPs to embrace “a long term view with short-term action” concerning strategy, if they want to meet financial sustainability.

As well as adopting this strategic philosophy, the NFP wants to have agile and flexible; governance, culture, processes and systems as the client/customer “value proposition” which drives sustainability, is constantly changing for the NFPs current and future stakeholders.

Added to that, the Board and Management of the NFP must acknowledge that there is no such thing as perpetual sustainability and that achievement is a dynamic and robust pursuit. Sustainability is not a one-off goal or assured for good. Sustainability is about constant adaptation.

However much sense this makes to the majority of NFP Boards and Management teams, they still have to deal with today and tomorrow’s problems and are looking for solutions that will help them now as well as in the future.

The majority of NFPs are not structured to be agile and flexible. Their governance and organisational structures don’t provide this agility and flexibility and it will take some time along with leadership, risk and willingness to turn this around. The time-frame and the need to be solvent today mean that many NFP Boards and Management teams will need to make business and funding models that are evolutionary rather than revolutionary. And it is not impossible to do. Here are 5 practical steps that can be implemented today by your Board and Executive Team to help you adopt an evolution strategy that will make your organisation to be sustainable in the future.

Step 1. Put your house in order.
Before starting the dynamic and robust pursuit of sustainability, it makes good sense to do this from a position of strength. Make sure that best practice governance, policy and procedures are in place as well as sound and stable financial disciplines and systems.

Step 2. Create a culture of stakeholder agility and flexibility
A key important stakeholder in achieving sustainability will be the NFPs staff. Without the support and actions of employees (paid and volunteers), the organisations’ objectives; goals and mission won’t be achieved. Staff will need to believe in the organisation’s strategy especially if it’s necessary to keep refining, altering and adjusting the strategy as time goes on. Remember creating a culture is a long term process taking anything up to 5 or even 10 years to see any significant results. So if you need to create an agile and flexible culture, there is no time to lose.

Step 3. T.E.A. (Transparency, Equality, Accountability)
Adopting the T.E.A. philosophy will show to all stakeholders the values of the organisation. However don’t overburden the organisation with irrelevant and petty rules and policies.

Step 4. Measure your success.
We all want to know that we are getting value for money. No more so than when we give our hard earned cash to Charities (Donations) Government (Taxes) and Businesses (Products & Services). Is the money we are giving making a positive difference; is it changing stakeholder behaviour for the good; is the organisation achieving what it said it would with our money? The NFP wants to be able to measure its success (mission) to be able to demonstrate to others what value it is creating with their money. There are numerous outcome/impact measurement techniques and tools available to help you with this. Chose the right one to fit your organisation’s capacity and capability.

Step 5. Start the conversation.
The mindset within NFPs is often very difficult to change especially if there isn’t an immediate financial imperative. To date, thinking and planning has been short term focused, concentrating on the premise of “what we have to deliver today, is what we do”. To achieve sustainability the organisation wants to have a laser clear focus on its mission, value proposition and business model. Therefore you want to move the internal conversation from being short term and working to longer term mission strategic outcomes.

Sustainability

Finally, bring all 5 steps together. By now you will have an organisation that is financially stable and robust as funders are confident with its financial management and performance through measurement. The organisation will have the right level of governance, policies and procedures in place along with a developing agile and flexible culture that will give the organisation inner confidence to be able to tackle new, perhaps uncomfortable but challenging options. This inner confidence will allow the organisation the opportunity of continually exploring new ways of working including seeking out networks and partnerships. Familiarity with the agile and flexible process will be self-perpetuating providing the organisation with the tools, culture and values to achieve sustainability.

By Walter Edgar : Walter is a Cause & Effective Associate and a business advisor who can help organisations to find real business problems/opportunities which are impacting on sustainability. Walter can be contacted here

The Custodians of Failure

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You are in a discussion about how to do something better at work. There is good agreement that the practice needs to be changed. The idea of the meeting is to canvass suggestions to be evaluated after a series of meetings to generate ideas.

The discussion is going well, and then. One of your organisation’s failure custodians speaks up:

“You know – they tried that last year, last decade, in another company, in another department, in 1952…It failed then and it won’t work now. I was here then and three months after they launched (here insert the name of any initiative) they went back to doing it the way we were doing it.”

Your organisation has a History of Failure Club whose members are the self-appointed guardians of the status quo – probably of the status quo before the current status quo!

There are two problems and a myriad of solutions to them. One problem is the existence of the club – what motivates some of your colleagues to be card-carrying members of the History of Failure Club? Secondly, what motivates some of your colleagues to offer up airy generalisations about what may have happened in the past as though they are considered responses?

To close the club down we need to understand the motivations. Once we can understand why we can see if there are ways, other than offering glib generalisations, which may achieve your colleagues’ motivations.

The solutions lie in organisational practices and in individual accountabilities. We look to organisational practices to confirm our expectations of how to contribute, and to individuals to be accountable for meeting expectations and calling behaviour which doesn’t meet expectations.

First, let’s take organisational practice. Organisations are to make clear that we are expected to disagree, and that we are expected to disagree without being disagreeable. Other reasonable expectations would include coming to meetings prepared, even brainstorming ones. Express yourself clearly and avoid generalities, glib and superficial statements posing as reasoning.

Then we look at individual accountabilities. If you do find yourself muttering the lazy “we tried it last year” you should expect to be called on it.

By Joe Moore. Joe is the founder and principal of Kimber Moore Associates. He and his team are highly skilled in helping leaders and staff deal with uncertainty, change, complexity and conflicts. You can contact Joe here

Providing Practical Support To Maximise School Attendance

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In early 2014 the Australian Government launched its Remote School Attendance Strategy (RSAS) in 73 schools across 69 remote communities in New South Wales, South Australia, Western Australia, Queensland and the Northern Territory.

The aim of the Strategy is to increase attendance rates in remote schools so all children get a good education and works with local providers to employ teams of school attendance supervisors and school attendance officers to help children get to school – so far over 520 Aboriginal & Torres Strait Islander community members have been engaged in the RSAS Program and they are now supporting in excess of 13,500 students daily.

School attendance teams work closely with teachers, parents and the community to develop a community plan to find ways to make sure all children in the community go to school every day.

Typically they help with things like:

  • Talking to children and families about the importance of regular school attendance.
  • Working with families where children are not attending school to find out why and what can be done to help them get there.
  • Providing practical support like driving children to school or helping to organise school lunches, uniforms, homework and after-school care.
  • Working with the school to monitor attendance and follow up on student absences.
  • Celebrating and rewarding improved attendance.

To support RSAS school attendance teams in performing their roles, the Australian Government has engaged NESA to offer formal training. We are honoured that Cause & Effective is one of the providers chosen by NESA to deliver this training and a recent assignment saw us, through our Associate Simon Rodgers, working with a great RSAS team on Elcho Island.

Elcho is located off the coast of Arnhem Land, Northern Territory and it’s largest community is the settlement of Galiwin’ku – which is also the largest Aboriginal community in northeast Arnhem Land, the second largest Aboriginal community (in terms of concentrated population) in the Northern Territory.

Of significance to our project, 48% of the population is under 20 years of age, making strategies to maximise school attendance of critical importance to the community. But as Simon observed, “with the dedication shown by the RSAS team they are well on the way to lifting attendance rates and, in turn, education outcomes in the community”.

Sunset on Elcho Island

Sunset on Elcho Island

#FridayintheField post  featuring Cause & Effective Associate, Simon Rodgers, and his recent assignment on Elcho Island NT

 

Avoiding Being a Social Change Blocker

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“Nonprofits are losing their monopoly as the most effective agents of social change”. That’s the contention of Paul Klein who argues that unless not for profits ditch their “slow-moving, institutional, and self-interested model” they will loose their relevance as change agents and be replaced by committed corporates and social enterprises .

As Paul points out, as a consequence of “a combination of increased awareness, new technology, adequate funding, and more collaboration among corporations, civil society, and governments has created a context where effective social change is possible”.

And it seems that this point is not being lost on more and more funders as they rightly ask “how come we can connect more than 2 million people to the internet but let 1 billion people go to bed hungry each night?”  The conclusion being that if the traditional delivery models aren’t working we need to change them – and quickly!

As more and more major funders question the effectiveness of so many social change programs currently underway, it appears that the view is that a better solution lies in models that have three core values:

Collaboration

If you have worked in the NFP sector you will know just how possessive and secretive many organisations can be. This is largely because of the fierce competition for funding dollars, but it is a behaviour that will ultimately be the death knell of many. As a sector we must come to realise that so many issues are of a scale and complexity that no one sector can solve. Those organisations that learn to identify, engage with and successfully collaborate with people, institutions, corporations and governments that can help advance their cause will be the survivors of tomorrow. As Paul Klein quotes Sir Richard Branson as saying when asked about how the nonprofit model needs to change:

“More collaborative efforts. We need the collective efforts of countries and companies to step up and play their part—setting strong goals, having clear plans, and openly demonstrating progress.”

Entrepreneurship

Funders are being increasingly attracted to forward looking organisations that have an appetite for risk. No longer is the claim “we help 5 children a day” cutting it. Rather funders are rightly wanting to hear ” we currently help 5 children a day, and by introducing this new initiative we aim to create an environment where there are no children in need“. For funders, the status quo is no longer attractive. They recognise that the innovation that flows from a “do whatever it takes” approach was a key to their success and are beginning to demand the same from the NFP sector.

Urgency

When moving from the corporate to the not for profit sector probably the biggest cultural difference that struck me centred on urgency – or a lack of it. In the corporate and government sectors everything seemed to focus on deadlines. In the not for profit sector the future is mostly open ended. There are no nasty deadlines to solve youth homelessness in a community or to find a cure for Brain Cancer. As a sector we do our best then put our hand out at the end of the year to be funded for another term based on the claim that we have done some good. Paul Klein, sounds a warning, however, that this “manana” attitude is coming to an end…

“The new imperative for nonprofits that are addressing solvable issues is to plan for their own obsolescence. Planning to put a nonprofit organization out of business won’t be easy. However, it would be a bold way to way to mobilize action and galvanize support—especially from funders who know that solutions are possible, and view the systemic and human costs of inertia as unacceptable”.

If your organisation is dealing with a problem that is not intractable and if you are not already doing it, it may be wise to collaborate with other sectors, focus on game-changing initiatives and even develop your own exit strategy from the field. If you don’t, someone might be developing one for you.

By Chris Gandy – Chris is the Founder & Principal of Cause & Effective. Our cause is to assist cause-based organisations to more effectively deliver on their cause.

 

Tools to Remain Positive

17418134_s I am often asked how I stay positive most of the time. In one workplace me being positive was seen as an issue by some at the company. That said, I do have my down moments, however I believe that a Positive Attitude will enable anyone to perform better than a negative one. For example, would you have more confidence in a Doctor who just before operating advised you he is having a bad day or one who smiled and spoke in an upbeat way.

It can be so easy to get caught up in the moment when things go wrong and in some cases this is the start of a downward spiral. Thankfully, most of us developed an array of personal tools to stay up beat or lift ourselves when we start to slide and here are some of mine:

Tool Number 1: Prior Planning

Prior planning for an activity, project or even your day empowers you. It is a simple yet often overlooked tool. Prior planning means that you have received information about your activity, project or day. Therefore when the unexpected pops up, you may have already had a contingency for it or you will at least have more information to make a decision.

Tool Number 2: Create Personal Space

When I am having a down moment or have been given some bad news, I like to have a moment to think. This personal space is important for me to gather my thoughts. I am a pacer and quite often I will either go for a walk or pace. I also like to go to a quiet place to reflect. Another way to create personal space is to “burn off steam” by way of exercise or jogging.

Tool Number 3: Relax the Body

A key thing that I learnt from a book many years ago was about relaxing the body. When agitated or worked up over something the body will naturally tense up. Your muscles will tense and your fist will want to clench. In doing the opposite, lying down and stretching out the body and holding the fingers out straight the body is forced to relax a little. Another way to relax the body is to meditate or do breathing exercises.

Tool Number 4: Positive Music or Podcast

Music has been used to set the mood on many occasions, whether it is a romantic moment for a couple or getting the crowd fired up at the football. Music has a tremendous impact on our mood and outlook. I have certain music and podcasts that help to put my mind in a positive mode.

Tool Number 5: What If?

This is one that I use often. What if….. everything goes wrong and the worst comes to pass? Most of the time the consequence is not that bad and this puts me in a better frame of mind. The other option is that it is bad and so my mind starts to develop plans for what to do if everything goes wrong. Either way I have a better outlook in the end, as it is either not that bad or I have a Plan B

Tool Number 6: Seek Advice

Quite often when we are in a downward spiral it is hard to see a way out. Through the involvement of others we can often receive advice from someone that is seeing a bigger picture than we can. This advice can be from anyone you trust but you will need to have an open mind to receive the advice that you have been given. For me my wife is an important person that I seek advice from and also to bounce ideas off.

Tool Number 7: Approach the team for Solutions

In a work setting, the sooner you involve the team in seeking solutions the more ownership of the solution by the team you will have. It is important though that you structure the discussion with the team about solutions. This is not a pity party where we all go and talk about how bad life is. It is truly to seek better solutions for the problem at hand. Early involvement of the team will also reduce the issues later on. With this tool it is important that the team maintain a “Can Do” attitude.

Tool Number 8: Positivism rubs off

When you approach things from a positive angle, it  becomes contagious. It may not initially, however with persistence people will become more positive around you. By being realistic and seeking opportunities and solutions on an ongoing basis, others will follow suit. A whole meeting can be turned around with the right questions such as: “What can we do about it?”

I hope these personal tools can assist you as they do me. I use them on a regular basis and find that they ensure I remain positive in both the good and the challenging times. Yes there are times when we will be down, that is normal, particularly when things go “pear-shaped”. However the trick is not to stay down and get back on top.

What tools do you use?  I would love to be able to add to my list.

By Attila Ovari : Attila is a Cause & Effective Associate. His mission is to help people become more effective leaders.

Your Nonprofit’s Impact … on My Cat

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“Uh-oh, we’re almost out of Clark Bar’s medicine,” I thought. “Time to order it again.”

Clark Bar is a venerable gentleman cat of 18 years. He has a problem with his thyroid, so I give him soft tablets of methimazole mixed in with  his wet food. I order the tablets from a compounding pharmacy from another part of the country.

When I submitted the order by email, I received an acknowledgment immediately. Then, the pharmacy called to let me know they would be talking to the vet, to get authorization for the refill.

The next day, they called to say they expected to receive the authorization within hours and would fill the order as soon as they did. They emailed me to let me know when it was filled, and they sent me the FedEx tracking number for the shipment.

All in all, it took less than two days for Clark Bar to get his medicine–and I never wondered for a minute where my money had gone or what I would get in return.

Can your donors say the same?

Your donors are looking to you to mix up a cure for a problem they care about. It’s probably not their own problem, any more than Clark Bar’s thyroid is mine. But your donors care. They care intensely.

Are you leaving them wondering what difference their donation is making, from one annual report to the next? Or are you helping them follow it at every step, through great stories in your newsletter, email, blog, and social media?

Show the donors how they’re making an impact on their cat–I mean, their cause. They’ll order (I mean, donate) to you again.

And here’s a shout-out to Porter Square Vet and BCP Veterinary Pharmacy, for their great communications.

By Dennis Fischman : Dennis is a Cause & Effective Associate who helps not for profits and small business discover better ways to communicate and, in the process, win friends and get the support they need. He is also the author of The No-Nonsense Nonprofit Guide to Social Media

Don’t Seek a Board Position UNLESS….

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In my work as a coach to CEO’s, Chairs, Directors and senior executives we often discuss what makes for a good Board applicant. Chairs are usually thinking about this from a recruitment angle, the others from being interested applicants.

From a combination of study, research and personal experience here is a checklist that I use in advising Boards on who to look for and in advising applicants on what they need.

1. Relevant skills and experience. There is no point seeking appointment to a government racing board if you have no interest in racing and can’t tell a totalisator from a horse’s tail!

One of the very positive transformations occurring in director recruitment is the move away from requiring detailed skills and experiences that limit the field. A long list of mandatory skills and requirements has created a tendency for Boards to clone themselves. This is not a good governance practice in itself and certainly not a good way for an organisation to grow.

Skills and experiences must be relevant, with very restricted numbers of mandatory requirements.
Skills and experience must be contemporary. For example, it is hard to think of a Board that needs directors who are not IT savvy.

Also, good Boards, even those in the Not For Profit space, should not assess applicants just on the basis that a Board skill can supplement management skill gaps.

So, don’t seek a Board position unless you have relevant skills and experience.

2. Strategic Thinking. Strategic thinking is not just skill in planning. Strategic thinkers can see opportunities and pitfalls ahead. They are not just focussed on the short term tactical requirements but combine an ability to assess how current operations might be increasing risk, reducing sustainability or digressing from the mission and goals.

Strategic thinking is a key mindset and ability for directors to ensure that they operate at the right level in an organisation. Strategic thinking keeps directors out of operational matters that should be capably performed by CEOs and their teams.

So, don’t seek a Board position unless you are a truly strategic thinker.

3. Financial acumen. Many CFOs and Finance Managers make good Board members. They can bring detailed professional knowledge and literacy to the Board table. For non accountants, there is hope: learn to capably understand, interpret and interrogate financial matters. This is a relevant skill for virtually all Boards today. It is also a key requirement for capable strategic thinking.

Boards don’t need to be full of accountants however. Such imbalances create myopia, miasma and misanthropy.
Good Boards have a great balance of skills; one of them must be financial acumen in the Board as a whole but it is not the be all and end all.

So, don’t seek a Board position unless you can hold you own place on the finances of the organisation.

4. Keeping ahead of the game. This requires an ability to synthesise strategic thinking, risk management, innovation, goal congruence and planning. In some ways keeping ahead of the game requires the same mindset that good leaders have: they are always thinking about the context, what the context means at a personal level, how both those factors can be used to take a situation forward and how all that can be done with deep regard for the human beings we all are.

So, don’t seek a Board position unless you are accomplished at keeping ahead of the game.

If you have ticked all these factors in the Checklist then go out with confidence and seek to make a difference as a great Board member.

If you could not tick all four areas, talk to a good coach who works in this area to build your capability, confidence and networks.

By Ian Sampson : Ian is a Cause & Effective Associate. If you are facing obstacles as an executive, CEO or Director contact Ian here for a no-obligation exploratory chat about how coaching can offer new ways forward.