Get used to it – change is here to stay (Part 4): A final word

Organisations are in the business of providing products and services to consumers, who in turn, provide organisations with currency to continue their work.  Most products and services have a lifespan.  It is this lifespan that triggers our need for organisational change: changing what we do and the way we do things to remain relevant by satisfying emerging needs.  We do this so we can survive and continue to serve the customers that sustain us.  Consequently, organisations must change to survive.

In a logical sense, most employees understand this cycle and would nod their heads in agreement – we’ve all been on this merry-go-round before and have seen many changes to our professions during our careers.

So why is ‘organisational change’ so difficult to manage, especially when we know at a cognitive level that it is a necessity for our economic future? Continue reading…


To resist or not to resist – that is the question…

“It is not the strongest or the most intelligent who will survive but those who can best manage change.”

(Charles Darwin)

Think about the last time you resisted a change that was either thrust upon you or took you by surprise.  How did you react?  What range of emotions did you experience?  How strong were these emotions?  How long did it take for you to come to terms with the change?  Can you remember the tell-tale signs that you exhibited that showed how you felt?  Most importantly, what was the catalyst for you to get past you resisting organisational change and embracing the new and different?

Let’s be honest – we have Continue reading…


Get used to it – change is here to stay (Part 1): the leadership challenge

Is your leadership attuned to your followers?

A new state of normal has crept into our lives – it’s the realisation that ‘change’ is ever-present and is here to stay.  Older generations are experiencing change fatigue as our younger generations see it as business as usual and wonder what the fuss is all about.  Having both these attitudes existing in the same workforce is a challenge facing most leaders.  I believe that workplace and community leaders are in a unique position in our human history and we have an opportunity to create something new and different in the way we organise our world of work.  Our approaches to the next phase of organisational development will require new ways of thinking, strategising, teamwork and leading.  We find ourselves in a time of respectful openness, creativity, learning, sharing, knowledge creation, technological connections and jobs that tap into who we are and what legacy we wish to leave.  Just when we thought that there was nothing left to discover, we are facing a chasm of discovery.  How do we find new ways to lead and solve problems in this landscape? Continue reading…


Are you in sync with your recruitment agency? Four questions to ask

Whether you’ve used recruiters for years or are just venturing into outsourcing, it’s good business practice to ensure that the service you receive reflects your organisation’s needs as well as the greater aspirations of the nfp sector. To help you make the right decision, here are four mission critical questions we suggest you ask when engaging an executive recruiter. Continue reading…


Unlocking Performance (Part 4): Using 360 feedback to drive leadership performance

In previous parts of my series, Unlocking Performance, I have looked at job descriptions, a problem-solving approach to performance issues and the mission-critical leadership skills for NFP executives. Now to bring it all together, let’s discuss how you can improve your performance using 360 feedback.

The true value of the 360 process is usually overlooked. It is often used to gather information to populate formal performance reviews or to identify benchmarks and training opportunities for individual leaders. While these are sound objectives, there are also missed opportunities. The feedback itself is not the end game.  To realise the full benefits that 360s can provide, here are five things to consider once the feedback has been collected. Continue reading…


Unlocking performance Part 3: Seven mission-critical leadership skills for NFP executives

By Andrea Collett, former Senior HR Consultant

When you take a look around your organisation, can you identify some of the underlying attitudes that your culture supports in regards to performance issues? Is there an implied sense of purpose about the work that people are engaged in? Is there a compelling vision that demands attention and focus for all activities? Continue reading…


Unlocking performance (part 2): A problem solving approach to performance issues

By Andrea Collett, former Senior HR Consultant

Sometimes there just isn’t enough space to get a full understanding of a complex issue.  So why use words?  When our performance is not reaching the right heights, then maybe we can look at mathematics to help us.  Try this on for size – your comments and insights are most welcome.

Which culture does your organisation support? Continue reading…


Unlocking performance (part 1): Are position descriptions obsolete?

By Andrea Collett, Senior HR Consultant

There’s been a lot of chatter around the value of the job description (JD) as a human resource management (HRM) document. This chatter mostly centres on its current value and whether workplaces are sophisticated enough to do away with them completely. And it is often linked with the call to get rid of performance reviews as they are seen to no longer have any relevance to the way we work.  To make that decision, we should revisit why we have JDs in the first place.  The purpose of a JD is to: Continue reading…


The fastest way to undo your mission

In the not for profit sector, our workforce is our biggest asset – and labour costs are our biggest expense. So it makes sense that protecting that asset – and getting the best return on your expenditure – should be a high priority for NFP leaders. Failure to recognise this priority by not considering the HR implications of organisational strategy can be one the fastest ways to undo your mission.

For example, Continue reading…