We often rate projects using the red, yellow, and green, shaming managers who’s projects are red or yellow. So they turn red projects into watermelons.
From the Blog on leadership
Knowing when and how to ‘break’ the rules is the realm of the change makers. And almost always it lonely, scary work.
Sometimes when we seek change, we get it wrong. And often this impacts people significantly and negatively. Change makers do not hide away in these moments.
Some parts of change you can hurry along, others you can’t and you simply have to patiently wait. Knowing which is which is critical.
Having assertions, opinion, viewpoints, and perspectives is one of things that make us human. We don’t need to be arrogant, we can be generous and gracious.
Leadership is about clarity and courage, not shirking responsibility. This is true in politics, organisations, and teams no matter what sector of work you are in.
Perhaps one of the skills to learn, as your seniority grows in an organisation, is to be quiet. Not absence, but quietness.
Two critical questions for humanitarian NGOs thinking about a data strategy. And no, you can not be both. There may be a third way, but ‘both’ is not it.
It is easy to feel paralysing overwhelm when there is so much do and you I don’t know where to start. Here are three options to get you going.