by Astrid Davies | 21 Oct 2024 | Leadership Matters, Profiling
I don’t know about you, but it really feels like people are shouting “The Accidentals are here!” when I read articles about leadership development at the moment. Suddenly, we’re all talking about accidental leaders as if it’s a new phenomenon. I hate to be a killjoy, but it’s really not new at all. I am sure we have all tripped over managers who have found themselves in positions of authority with little or no preparation. These individuals have often been technical specialists who excel in their specific professional discipline. Sadly they have then been promoted to leadership roles, with minimal support to succeed.
Accidental leaders are typically promoted due to their technical expertise or tenure, not because of their proven leadership abilities. However, leadership requires a different, complex and diverse set of skills. These include emotional intelligence, communication, and the ability to inspire and manage others. Thankfully, the current increased awareness of the “accidental leader” phenomenon is shedding light on the challenges these leaders face and the impact on organisational performance when they are not given adequate support.
Understanding an Accidental Leader
An accidental leader is someone who has excelled in their professional discipline but lacks formal training or experience in leadership, people management, or strategy. These individuals often find themselves in leadership roles despite the fact they are naturally equipped to lead,. It’s much more often purely because leadership is seen as the next logical step in their career path.
This situation is often compounded by a leadership structure filled with other “accidentals” who have held their positions for so long that their authority is no longer questioned. Promotions follow the outdated belief that success in one area automatically translates into success in another—a myth many organisations are now beginning to challenge.
The assumption that high-performing individual contributors can seamlessly transition into leadership is flawed. While technical expertise is important, leadership requires a balance of hard skills and “people” skills, which are essential for effective team management and long-term organisational success.
The Unintended Consequences of Promoting Accidental Leaders
Accidental leadership can have significant implications, both for the individuals themselves and the organisations they lead. Some of the common challenges include:
1. Lack of People Management Skills
This is The Big One. The most critical challenge accidental leaders face is their lack of people management skills. Leadership is not just about setting technical direction;. It’s also about motivating, managing, and leading people. Many accidental leaders struggle with interpersonal and relational skills, such as conflict resolution, providing constructive feedback, and fostering a positive team culture. These difficulties often lead to disconnection, frustration, and resentment within the team. In addition, the accidental leader can feel just as demoralised.
2. Micromanagement
Accidental leaders frequently find it difficult to relinquish control over the technical aspects of their work. This in turn means they can struggle to embrace the broader strategic responsibilities of leadership. Their deep expertise makes them prone to micromanagement, as they try to oversee every detail to maintain the high standards they are used to. This can result in frustrated employees who feel micromanaged and undervalued. Here again the accidental leader may also suffer, due to a lack of confidence in their ability to lead. It becomes a self-fulfilling prophecy, where lack of trust in others exacerbates their own sense of inadequacy.
3. Lack of Vision and Strategic Thinking
Accidental leaders, due to their technical focus, often struggle with strategic thinking. They are used to solving specific problems,. Leadership, on the other hand, requires them to also consider the organisation’s long-term direction and broader goals. This lack of vision can hinder development, innovation, and anorganisation’s ability to adapt to change. This in turn may frustrate employees, especially those with strong strategic instincts. This is because of the accidental leader’s iperceived nability to steer the team effectively toward long-term objectives.
4. Burnout and Stress
Leadership brings stress for anyone. For accidental leaders who do not feel ready, the pressure can be overwhelming. Many experience imposter syndrome or heightened anxiety as they struggle with the demands of their role. This stress can affect their well-being. It is also likely to have a ripple effect on team morale and overall performance.
The Organisational Impact of Accidental Leadership
Accidental leaders can have a profound impact on an organisation. Poor leadership often results in disengaged employees, high turnover, decreased productivity. It can also cause reputational damage. An organisation known for weak or ineffective leadership will find it difficult to attract and retain top talent.
When employees perceive their leaders as unqualified or unsupportive, they are more likely to disengage. Accidental leaders who fail to connect with their teams or provide clear direction can inadvertently create toxic work environments. In turn this drives away the most talented and motivated employees. This is particularly true when high-performing staff have accessed leadership development opportunities elsewhere and expect strong leadership.
Furthermore, accidental leaders’ lack of strategic thinking can cause businesses to stagnate. Without a clear long-term vision, companies miss out on opportunities for innovation, and competitive advantage. Over time, this weakens their market position and reduces their ability to respond to evolving industry trends.
How to Support and Develop Accidental Leaders
As more people recognise the phenomenon of accidental leadership, organisations are beginning to realise the importance of supporting their leaders. Regardless of their natural leadership aptitude, managers need adequate support to help them succeed in their new roles. Here are three key strategies to develop accidental leaders and mitigate the risks:
1. Provide Leadership Training and Development
The most effective way to help accidental leaders succeed is through leadership training and development. These programmes should focus on developing essential people-management skills, including communication, conflict resolution, and emotional intelligence. Additionally, coaching, mentoring, and work-shadowing opportunities should be integrated into these programmes. It’s essential that programmes include new leaders automatically in such initiatives as part of their development. This way, organisations can assess their abilities early on and tailor support to bolster their leadership skills from the outset.
2. Foster a Collaborative Leadership Culture
Creating a collaborative leadership culture helps accidental leaders develop their strategic thinking and teamwork skills. Encouraging cross-functional collaboration, open communication, and a supportive environment allows accidental leaders to feel more confident and supported. This culture helps accidental leaders move beyond their technical focus/. Developing a broader vision allows them to learn from their peers and more experienced leaders. Organisations that encourage a collaborative culture are more likely to create a supportive atmosphere where accidental leaders can thrive, rather than struggle in either hubris or embarrassed isolation.
3. Promote Self-Reflection and Feedback
Self-awareness is key to growth in leadership roles. Accidental leaders should be encouraged to engage in regular self-reflection and seek feedback from their peers and subordinates. This practice can help them identify areas for improvement and refine their leadership style. Implementing 360-degree feedback programmes provides a comprehensive view of a leader’s strengths and areas for development. Such programmes allow accidental leaders to gain insights into how their actions are perceived by others, helping them adjust their approach and develop stronger leadership capabilities.
The rise of accidental leaders presents both a challenge and an opportunity for organisations. By acknowledging the phenomenon and implementing strategies to support these individuals, companies can transform accidental leaders into intentional, effective leaders. Here are my key recommendations to achieve this:
- Comprehensive Leadership Training**: Provide new leaders with targeted development opportunities, including practical leadership training, mentoring, and coaching.
- Collaborative Culture**: Foster a culture that encourages collaboration and open communication among leaders at all levels, allowing accidental leaders to learn and grow.
- Self-Reflection and Feedback**: Encourage regular self-reflection and implement 360-degree feedback systems to help accidental leaders build self-awareness and adapt their leadership style.
With the right support and training, organisations can ensure their accidental leaders evolve into strong, confident leaders who drive long-term success for the business.
If you have read this and it’s dawning on you that you have some “accidentals” in your organisation (or you may even be one yourself), please get in touch. With my support, you can get plans in place to raise everyone’s skillset across your organisation, so you can all thrive in work. Now THAT is something well worth shouting about!
by Astrid Davies | 23 Sep 2024 | Leadership Matters
This is “Facilitation Week”, the 11th time it has been celebrated by facilitators around the globe. Professional facilitation helps meetings maximise efficiency and inclusive decision-making. As business environments become more complex, effective communication and decision-making are more essential than ever. Business meetings often serve as the foundation for brainstorming, strategy development, and problem-solving. However, without proper guidance, these meetings can easily veer off course, becoming inefficient or failing to achieve meaningful outcomes. That’s where the value of professional facilitation comes into play.
When you hire a facilitator, you are bringing structure, neutrality, and a results-oriented focus to business meetings, unlocking their full potential to find innovative solutions. In recognition of the importance of this vital skill, organisations across the globe come together each year for Facilitation Week. This international event celebrates the power of facilitation in driving collaboration and action.
Here are some of the unique benefits a facilitator can bring to business meetings.
The Leader’s Role: Freedom to Participate
One of the most immediate advantages of hiring a facilitator is that it allows the team’s leader to fully engage in the discussion. Too often, leaders struggle to balance with managing the meeting’s flow with needing to contribute their insights and expertise. This balancing act can diminish the leader’s ability to fully participate. This, in turn, prevents them from offering critical input. It can also save the meeting from a controlling leader imposing their views and requirements, of course.
Bringing in a facilitator frees the leader from the responsibility of steering the conversation. Intead it allows them to focus on being “in the room” with the rest of the team. The facilitator handles the logistics and keeps the meeting on track, allowing the leader to engage deeply in the dialogue, respond to new ideas, and shape decision-making more effectively.
During Facilitation Week, the value of this role is celebrated as a key element of fostering dynamic, inclusive conversations. When a leader has the space to actively participate, the team benefits from their leadership without the distractions of managing (or controlling) the meeting process.
Neutrality: Promoting Fair and Focused Dialogue
Another significant benefit of hiring a professional facilitator is the neutrality they bring to the meeting. In workplace settings, particularly during high-stakes discussions or when there are conflicting viewpoints, neutrality is crucial to ensure that the process is fair and balanced. An external facilitator has no personal stake in the outcome. As a result, they can guide discussions in a way that allows all voices to contribute and play a part, creating a more inclusive and collaborative environment.
This neutrality is essential when navigating power dynamics, such as when junior employees may hesitate to speak openly in front of senior leaders. A facilitator creates a safe space where everyone feels comfortable sharing their perspectives, ensuring that decisions are made based on a full range of ideas rather than only the most dominant voices in the room.
During Facilitation Week, the emphasis on neutrality highlights the importance of ensuring that every team member’s contributions are valued. As facilitators, we will be showing how this leads to better solutions and stronger collaboration. Neutrality and objectivity help to prevent meetings from becoming one-sided. They also keep discussions focussed on the goals rather than on personal agendas.
Encouraging Open Dialogue and Calling Out Unhelpful Behaviour
A facilitator’s role also involves encouraging honest, open dialogue. In many organisations, employees may feel reluctant to speak truth to power, particularly when it comes to challenging ideas or questioning senior leadership. A skilled facilitator helps level the playing field, making it easier for team members to express their thoughts without fear of negative repercussions.
In addition to fostering open communication, facilitators are adept at identifying and addressing unhelpful behaviours that can derail meetings. Sometimes, it can be participants interrupting each other, dominating the conversation. Alternatively, participants could be engaging in passive-aggressive behaviour. In any example, a facilitator knows how to diplomatically call out and mitigate these behaviours. This helps to maintain a respectful and productive meeting environment, ensuring that the conversation stays on track.
Facilitation Week often showcases stories of how facilitators help teams have difficult but necessary conversations. In doing so, facilitation breaks down barriers that might otherwise hinder progress. By creating a space where truth can be spoken and a group can address unhelpful behaviours, facilitators contribute to a healthier and more transparent organisational culture.
Facilitation: Synthesising Ideas and Driving Action
In the workplace, facilitators often play two critical roles: synthesising differing viewpoints into new ideas and ensuring that things get done. Both of these roles can often happen within the same meeting. A skillful professional facilitator knows how to balance encouraging diverse perspectives while still guiding the group toward actionable outcomes.
Facilitation is about bringing together different viewpoints to create something new—an insight, a solution, or a plan that none of the participants could have achieved on their own. Facilitators help teams move beyond individual opinions and toward a collective understanding that leads to innovation. At the same time, they ensure that meetings maintain a collective focus on driving action. In doing so, that translates discussions into clear, actionable next steps.
These dual roles of facilitating creative synthesis and ensuring practical results are core themes celebrated during Facilitation Week. The event highlights the power of facilitation to not only foster collaboration but also drive real-world outcomes.
Facilitation Week serves as a powerful reminder of the importance of professional facilitation in the business world. Hiring a facilitator can transform the way meetings are conducted, allowing leaders to fully participate, ensuring fairness through neutrality, and fostering an environment where open dialogue and actionable outcomes are the norm. Facilitators bring the ability to weave together diverse perspectives, synthesize new insights, and keep meetings focused on achieving results. By investing in facilitation, organisations can make their meetings more efficient, inclusive, and impactful. In a world where collaboration and innovation are essential for success, facilitators play a vital role in unlocking the full potential of every business meeting.
If you are interested in exploring how facilitation could help your organisation, please get in touch for a no-obligation chat.
by Astrid Davies | 7 Aug 2024 | Diversity of Thought, Leadership Matters, Sustainability
One of the great privileges of my work is supporting a range of organisations in the UK’s charitable and community sector. All of them have leaders who frequently describe their roles as “a balancing act”. This is because they have to manage a delicate balance between internal management and leadership by paid staff AND their Trustees. They also have to do this while ensuring their charity presents itself strongly in a difficult financial market AND managing how their charity shows up in the local community. This balancing act is essential for ensuring the charities’ sustainability (in all senses), credibility, and impact.
Running the Charity: Internal Management
Effective leadership within the charity sector starts with strong internal management. This involves effective and savvy strategic planning, sound financial management, and efficient operations. Leaders must ensure that the charity’s mission and goals are clear and that all activities align with these objectives. They must also bring paid staff AND volunteers along with them on the journey. When this journey features a big change of direction (or a big change in how the charity is run) this can be a tricky task for the leadership.
Add into that, that many charity leaders are “accidentals”. By this I mean that they took a senior job in a charity because they believed passionately in the purpose. The trouble is, they may not have had the management and leadership training to equip them with all the necessary skills to do the job. Often, the very different nature of charity strategic operations means it attracts people unhappy with (or unsuited to) the corporate world. Charity leaders are a varied lot, but always resourceful and pioneers of “agile” leadership way before it became on-trend. Survival instincts do that to you.
Trustee Behaviour and Responsibilities
Good governance is vital to effective charity operations. It is also a key feature of leadership. Trustees play a crucial role in the leadership of charities. They are responsible for effective governance, which includes ensuring compliance with legal and regulatory requirements, safeguarding the charity’s assets, and setting the strategic direction. This is all set out in the Charity Governance Code and yet is something very few charity trustees and paid leaders appear to know about.
Trustees are often people who have held senior roles in a long working life and are now “giving back” in retirement. For most this means doing good in a way that helps their local community. For most this also means doing good, well. However, for a slim minority, being a Trustee is a badge of office, an instrument of power to use as a bludgeon rather than a ladder to help up others. Sadly, I have encountered some autocratic bullies in local charities. Such people tend to run their organisations as their own personal fiefdom, to pursue theor own personal agenda. That is toxic and has nothing to do with effective leadership. Effective trustees are engaged and knowledgeable leaders, acting with integrity.
Presenting the Charity to the World
How a charity presents itself in the marketplace is vital for attracting donors and volunteers at both the operational and strategic levels (Trustees are volunteers who run a charity). A charity’s market positioning is also key to ensuring it targets, reaches and attracts its beneficiaries. These are the people that the charity has been set up to help and they have to be defined in governance documentation and registered with the Charity Commission in the UK.
It is impossible to have strong and effective market positioning and branding without effective leadership within the charity. Effective marketing involves creating a strong brand identity, clear messaging, and a compelling value proposition. Good luck having that in an organisation that lacks a vision, a clearly communicated sense of shared purpose, and an effective operating model that maximises the impact fundraising can have.
Demonstrating Leadership in the Community: Impact and Engagement
Next in this list of leadership obligations that charity leaders have to juggle and, hopefully, balance, is leadership within the local community. This may involve engaging with community members, whether beneficiaries of the charity or not. It may also involve understanding the community’s varying needs. It is almost certainly going to involve delivering services that have a lasting impact in the community that the charity aims to serve.
There is another angle to this. There are many local and national charities which are advocates for change. On the one hand, leadders might push for change, demonstrating leadership in their own field. On the other, it might be by collaborating with others to increase their impact and effect. The recent marches in London in support of nature, prior to the UK General Election, were an example of this. Many national and global charities came together to remind politicians that wildlife and the natural world need a voice at future political tables. It was a powerful message.
The Balancing Act in action
Charity leaders are looking to the future more than ever before. Not only is this a reflection of the scarcity of money available to them, through reduced public sector spending and a cost of living crisis, but it is also a reflection of the increased reliance we all have on digital tools. Online fundraising, virtual events and the widespread use of Artificial Intelligence to improve donor experience when giving hard-earned cash, are here to stay.
I am pleased to report that charity leaders are also pooling their meagre resources more and better. Small is no longer beautiful, because it splinters the pot available to charities. More charities are seeing the solution to complex issues to be shared, not a solo challenge.
Impact measurement is also something that charities are looking to do. I always advocate the use of Generic Social Outcomes, as I have noted in another blog on this site. However, there are others, such as the sustainability impact indicators associated with BCorp status. It is vital that donors can see their money making a clear difference.
Leaders in the voluntary and community space have a tough job. We rely on them doing that well, every day. We don’t realise how much we rely on them, I suspect. So the next time you think about a local charity as they fundraise and ask for support, please consider helping out. You never know where it might take your leadership journey!
If you would like to explore how I can help your charity with its leadership development, I would be delighted to have a chat. Please book a complimentary strategic conversation and let’s get you started.
by Astrid Davies | 16 Jul 2024 | Diversity of Thought, Leadership Matters
In the run-up to the recent UK General Election, I conducted a poll asking people their thoughts on using “leadership” as a smokescreen for polemics written on LinkedIn. The results were revealing: 29% supported it as fair game, another 29% felt it depended on the context, but a surprising 43% considered it unprofessional. This response highlights a broader issue in the realms of both marketing and politics: the delicate balance of thought leadership.
Thought Leadership in Social Media Marketing
Thought leadership is a strategy that businesses use to establish themselves as authorities in their field. By sharing insights, expertise, and forward-thinking ideas, companies can build credibility, foster trust, and differentiate themselves from competitors. Social media has become a critical platform for this form of engagement, providing a direct line to a wide audience.
Marketing experts advise that thought-provoking content encourages interaction. Social media platforms thrive on engagement, and posts that spark discussions, shares, and comments can significantly boost a brand’s visibility. In this way, a business like mine can position itself at the forefront of an industry’s thought leadership and market. Not only does this attract potential customers, but it also attracts attention from industry peers and influencers.
The Toxicity of Political Polemics
While thought leadership is an invaluable tool in marketing, its application in politics can be fraught with challenges. Politics, by nature, is a highly polarised field. When the concept of leadership is used as a smokescreen for polemical rhetoric, it often backfires, creating toxicity rather than constructive dialogue. In fact, politics is a topic which is best avoided in many social circles. So why is it that on social media, some people believe it is acceptable to launch into politicised vitriol and opinions-as-fact.
Why is Politics So Different?
Political discourse is inherently divisive. Unlike business sectors where competition exists, politics is a zero-sum game; one side’s gain is another’s loss. This environment can turn thought leadership into a weapon rather than a constructive force. In a world where trust is the key to attracting custom, it seems perverse to alienate potential customers with highly-partial views.
Political figures and their statements are subject to intense public and media scrutiny. Any perceived misuse of leadership rhetoric can quickly lead to accusations of manipulation or dishonesty, eroding public trust. Politics elicits strong emotions. When leaders use thought leadership as a façade for pushing agendas, it can provoke strong negative reactions, alienating not just opponents but also potential supporters who value integrity and transparency.
This is much the same for leadership consultants. I see peers in my industry commenting online, particularly the ones espousing particularly neo-liberal views. And they are often those accusing others of being “political” if those others’ content deals with inclusion, integrity and fair play. I have been accused of “political” content – for publishing online a comment about officials in power having been shown not to show leadership on an issue of criminal wrongdoing. That was odd, at best!
As reflected in the 29% who said “it depends,” the context in which political rhetoric hides behind “leadership” is vital. As I mentioned above, criminal activity is not showing leadership. Or so I thought. Clearly, others felt that political allegiance was more important than morality. As I say, odd, at least to me. However, the context was obviously different for the two of us in the exchange. The largest segment of my poll respondents (43%) deemed using leadership as a smokescreen unprofessional. This underscores the importance of maintaining a professional and respectful tone in political discourse. It also shows that people’s understanding of context is highly subjective. In turn, this suggests that politics is a topic best left well alone, with or without leadership as its camouflage.
Thought Leadership Lessons for Businesses
The insights from political communication can also benefit businesses. Just as political leaders must be authentic, businesses should ensure their thought leadership aligns with their core values and mission. Understanding your audience’s perspective is crucial. Content that resonates with one segment may alienate another, so it’s essential to strike a balance. While thought leadership can be a powerful tool, overusing it or using it inappropriately can backfire. Businesses should avoid appearing disingenuous or overly self-promotional.
Thought leadership is a double-edged sword. In the world of marketing, it can position a company as an industry leader and drive engagement. However, when you bring in politics, the same tactics can lead to division and mistrust. The key lies in authenticity, transparency, and a deep understanding of the audience (and the politics!). Leadership is an important topic and it is way too important to play politics publicly and pretend you’re talking about leadership.
If you would like to discuss any of the points raised in this blog, please get in touch.
Image credit: Photo by Werner Pfennig: https://www.pexels.com/photo/man-in-black-suit-wearing-eyeglasses-being-interviewed-by-media-6950226/
by Astrid Davies | 11 Jul 2024 | Diversity of Thought, Leadership Matters, Sustainability
Measuring the impact of initiatives that aim at improving social outcomes is crucial. Yet despite the fact that it is what most funders require, it is not always easy to do. That is because alarmingly few organisations know of The Generic Learning Outcomes (GLO) and Generic Social Outcomes (GSO) frameworks. Developed by the Museums, Libraries and Archives Council in the Noughties, the frameworks offer a set of indicators to evaluate how cultural services have an impact on people’s lives. Now hidden away in the depths of the Arts Council England website, the framework languishes, rarely in use and lurking behind blind hyperlinks. This is a real shame. I am on a mission to increase their take up, particularly and specifically to help organisations measure those hard-to-measure differences they make to people’s lives.
Why should we be measuring impact?
Improvements in how people feel, how they interact, and their confidence levels, are often intangible. The irony is that they are often the most important parts of people’s lived experience. The fact they are intangible is what makes them so hard to evidence, let alone measure. That makes it hard for organisations and projects seeking to deliver better social outcomes, to evidence the effectiveness of what they do. This is particularly important for funders, who increasingly are under pressure from “impact investors” to demonstrate clearly the benefits their funding has secured.
The GLO/GSO frameworks help organisations capture quantitative data from qualitative evidence. This, in turn, provides a much fuller illustration of the impact. And that impact can be across a wide range of themes: skills; personal confidence; social isolation and cohesion; public safety and community; enjoyment. It’s really vast.
The Value of Measuring Impact
Evaluating the impact of programs provides evidence of their effectiveness. Evidence is vital for securing funding and support. It also offers important insights into what works and what doesn’t. This means organisations can use the data to inform (and measure the ongoing effectiveness of) continuous improvements. Measured impact also helps, by demonstrating accountability to stakeholders—funders, participants, and the wider community. Clear numbers showing clear impact makes it easy for everyone to see what is going on and how well it’s being done.
How GSOs help measure impact
The GSO framework provides a structured approach to measure hard-to-measure things such as wellbeing, community and agency.
It comprises indicators that cover a wide range of social outcomes, from health and well-being to community cohesion and environmental sustainability. These indicators are designed to capture changes in both individual and collective experiences.
By using broad-brush headings, which speak to specific social impact areas of importance, the GSOs offer a structured approach. Not only this, but they offer flexibility within that structure. That may sound an oxymoron, but it is possible – and indeed desirable – for organisations to create their own questions. It works best when these are a subjective and highly-targeted list of simple-to-answer questions, under the broad headings within the GLO/GSO framework. Simply by using a sticker chart, or smiley faces on a flipchart, it is easy to compile detailed data. Count the answers to the questions. And that’s it! You have turned intangibles swiftly into metrics and percentages which reflect public answers in a real, tangible and measurable way.
Implementing the GSO Framework
To measure impact using the GSO framework effectively, follow these steps:
- Identify Relevant Outcomes: Select the GSO indicators that align most closely with the goals of your initiative. Ensure that you consider both qualitative and quantitative aspects.
- Develop Data Collection Methods: Create surveys, interview guides, and observation checklists tailored to the chosen indicators and their ease of use by your target audience. Sticker charts or counting counters in a jar are simple and still very effective measures. Use a mix of methods to capture a comprehensive view of impact.
- Collect and Analyse Data: Gather data consistently and systematically. Make sure you record the data in a transparent fashion. Inviting audience members to help you count is one way to engage people in the process.
- Report and Communicate Findings: Present the findings in a clear and neutral way, highlighting both the quantitative metrics and the qualitative stories behind them. Use visual aids such as charts and infographics to deepen relevance and understanding, keeping them appropriate to your audience.
Why am I banging the drum so loudly for GLOs and GSOs? That’s easy – it’s because I led a team that helped to develop them. We made them work to demonstrate impact across theatres, leisure centres, intergenerational literacy events … even a botanic garden! In a world where charities and community organisations are all competing for an ever-dwindling pot of cash, GSOs offer a great way for those organisations to measure what they do and how well they do it. That can only be helpful, when you need to demonstrate your worth for investment.
The ability to measure and articulate the impact of initiatives on well-being, social interactions, and personal development is increasingly important. The GSO framework provides the structure and guidance necessary to achieve this. As a result this ensures that we measure the true value of social initiatives so it is possibe to both recognise and celebrate them fully. Embracing this framework can help organisations better understand their effectiveness, improve their programmes and communicate their successes to stakeholders. If you would like to know more, please get in touch and I would be happy to explain how you could use GSOs to further your organisation.
