by Astrid Davies | 7 Jul 2025 | Leadership Matters, Sustainability
If you’re reading this, you’re probably already committed to continuous improvement in your leadership – and, probably, that of the people you work alongside. And yet, there feels to me a gap. I hope this article will trigger conversations, to fill that gap. What’s this gap? Sustainability. More specifically, the leadership skills we all need, to support every organisation and home to a low- (or even no-) emission basis as soon as possible.
What are we talking about here?
The United Nations’ Brundtland Committee defined Sustainability in 1987, as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.” I am pretty happy quoting the UN on this. However, let’s be clear that the “needs” of the present are just that. They are needs, not desires. At present, we have a global economic whirl fuelled by demand, growth, demand, growth … and this economic model is working brilliantly for a few, but comes at a cost to billions. (I could go on and on about ethics in global leadership, but that’s for another place and time). The immediate impact of this economic model is exploitation of natural resources beyond a level that can replenish themselves without intervention, a surfeit of waste to be shipped around the world and increasing global warming to levels that are affecting millions.
So immediately we see the issue: leadership in sustainability is going to be tough. It is going to be helping people to stop doing the things they’ve normalised in their lives. Moreover, to paraphrase Harry S Truman on leadership, it will be persuading people to do something they didn’t know they had to do and don’t want to do now they know, and often don’t care about because it’s all a long way down the road.
The trouble is, climate change and global warming are not a long way down the road. They are here and they are important. Right now. As we see on the news regularly, there are freak floods in parts of the world unused to rain on near-Biblical scale. There are droughts lasting for years, in parts of the world craving rain, which lead to displacement and tensions. According to the IPCC’s AR6 report 2023 [https://www.ipcc.ch/report/ar6/syr/figures/figure-spm-2] , the wet bits of the world are getting wetter, and the dry bits are getting drier and hotter. The Earth’s climate is heating up at unprecedented rates, which is close to becoming irreversible. Leadership in this context is pretty quiet. It’s just too hard. Doom and gloom don’t win votes or contracts.
Sustainability theories
I need to declare my hand here. I have been a committed supporter of the environmental movement for almost 40 years. Sustainability, avoidance of waste and circularity are at the heart of everything I have done as a leader. Now, in my own company, it features throughout my work with my clients. I suspect you didn’t need me to tell you this, given the emphasis on ethical and responsible leadership throughout my website!
In the course of my work, I see leadership from all angles, as we all do – the good, the bad and the downright ugly. There are umpteen leadership theories, which many of us will deploy depending on our clients’ needs.
There are also several sustainability leadership theories. You may well have come across some of them, such as https://sustainableleaders.eu/model-part1/ or https://www.cisl.cam.ac.uk/system/files/documents/sustainability-leadership-linking-theory-and.pdf
There is also the famous Butterly Diagram from the Ellen MacArthur Foundation, and The Doughnut (or “Doughnut Economics”), which Prof. Kate Raworth developed in her seminal book. These help us gauge our environmental AND social impact as we do what we do. These are shown here to give you an idea of their scope – and complexity.
I also have my own, that I use with clients embarking on their sustainability journey, which pulls heavily on John Adair’s simple venn diagram. It’s small, imperfect, but it does the job – opening clients’ eyes to the fact they CAN do something that makes a REAL difference.
Where does all this leave us, as leaders and students of leadership?
Sustainability leadership impact
I would argue that it offers us an opportunity for impact like never before. As leaders, we all have a key role to play, to model sustainable behaviour and to encourage its leadership because it is such a huge global need … and precisely BECAUSE it is so hard. If not us, who? We are self-defined leaders. Do we really get to pick and choose, so we are only leaders for the easy stuff, the people stuff, the popular stuff? I don’t know any leader I have ever met who would believe that. No, we lead because we believe in a vision. We believe in better, for everyone. And there’s not much better than arresting the decline of our home planet, surely?
To finish, I am going to be cheeky. Please may I invite you to engage on this topic, so it gets onto our collective agenda? Even if it’s contentious, we need to discuss the leadership implications of sustainability, both the challenges and the huge opportunities. So, who’s with me?
by Astrid Davies | 14 May 2025 | Diversity of Thought, Leadership Matters, Sustainability
I don’t know about you, but I am noticing that a lot more companies are recognising the value of bringing in external facilitators to support their teams through strategic discussions, workshops, and decision-making processes. As a trained facilitator with extensive experience, including my current role facilitating the Help to Grow programme at University of Winchester, I’ve witnessed firsthand the transformative impact that skilled facilitation can have on organisations.
What Is an External Facilitator?
An external facilitator is an impartial, trained professional who guides groups through structured processes to achieve specific outcomes. Unlike internal facilitators, external facilitators bring a fresh perspective, neutrality, and specialised expertise to the table. In fact, they are adept at managing group dynamics, fostering open communication, and ensuring that meetings are productive and focused.
You might say, “You would say that, wouldn’t you?” And yes, well, that’s true. However, here are ten pretty persuasive reasons why your business could find using a facilitator a very helpful decision.
My Top 10 reasons:
Objectivity and Neutrality: one of the primary benefits of hiring an external facilitator is the objectivity they bring to the table. Internal facilitators may have existing relationships and biases that can influence discussions. In contrast, external facilitators approach each session with a neutral stance, ensuring that all voices are heard and that decisions are made based on merit rather than internal politics.
Expertise and Experience: External facilitators often possess specialised skills and experience in managing group dynamics and facilitating complex discussions. Likewise, their expertise allows them to employ proven techniques to encourage participation, resolve conflicts, and keep discussions on track. Consequently, meetings are not only efficient but also effective in achieving their objectives
Enhanced Group Dynamics: skilled facilitators are adept at managing group dynamics, ensuring that everyone has taken part and that no single voice dominates the conversation. In addition, they create an environment where the room values diverse perspectives, leading to richer discussions and more innovative solutions. This inclusivity actually fosters a sense of ownership and commitment among team members .
Focused and Productive Meetings: external facilitators take the burden of managing the meeting process off internal team members. Therefore, participants are free to focus entirely on content and decision-making. They ensure that meetings are well-structured, time-efficient, and aligned with the organisation’s goals. This leads to more productive sessions and tangible outcomes .
Conflict Resolution: in any group setting, conflicts can arise: External facilitators have had the training to identify and address conflicts constructively, ensuring that disagreements do not derail the group’s progress. By fostering open communication and providing strategies for conflict resolution, facilitators help maintain a positive and collaborative environment.
Driving Innovation and Creativity: facilitators employ creative techniques to stimulate brainstorming and encourage innovative thinking. They challenge assumptions and encourage out-of-the-box thinking. In turn this helps teams explore new ideas and solutions. Above all, this approach is valuable in strategic planning sessions where fresh perspectives are crucial.
Tailored Approaches to Team Needs: external facilitators can customise their approach to suit the specific needs and objectives of the team. Whether the focus is on leadership development, communication skills, or strategic planning, facilitators design sessions that address the unique challenges and goals of the organisation, ensuring relevance and effectiveness.
Building Trust and Psychological Safety: an external facilitator can create a safe space where team members feel comfortable sharing their thoughts and ideas without fear of judgment. This psychological safety is essential for fostering trust through encouraging open communication. In turn, this leads to stronger team cohesion and more effective collaboration.
Supporting Change Management: organisations undergoing change can benefit from the support of an external facilitator. Facilitators help manage the human side of change. They do this by guiding teams through transitions, addressing concerns, and fostering a positive attitude towards new initiatives. This support can ease the change process and increase the likelihood of successful implementation.
Long-Term Impact: the benefits of external facilitation extend beyond individual sessions. By equipping teams with the tools and skills to manage their own discussions and decision-making processes, facilitators contribute to the long-term development of the organisation. This empowerment leads to lasting improvements in team performance and organisational effectiveness .
My Experience as an External Facilitator
Having facilitated numerous workshops and programmes, I have seen the profound impact that skilled facilitation can have on organisations. As I have mentioned, I am delighted to include the Help to Grow: Management programme at University of Winchester’s Business School in this. The Help to Grow:Management programme, designed to support small and medium-sized businesses, provides a structured framework for strategic growth for participant companies. It’s a total privilege to work with the inspirational entrepreneurs that attend the programme. Through Help to Grow, I get to guide participants through a series of sessions that challenge their thinking, encourage collaboration and equip them with the tools to drive their businesses forward. So, yet again, there’s a big benefit to having a discussion facilitated so that the participants can focus on their business. Further, there’s the added benefit that you creat a sense of cohort. There’s few things that can actually beat a shared sense of experience to bring people together.
“Many Reasons Why?” an External Facilitator
Hiring an external facilitator is an investment in your organisation’s success. The objectivity, expertise and specialised skills they bring can transform meetings. Let’s think about this. On the one hand you could keep on with a predictable, routine gathering. On the other, you could hold a dynamic session that drives innovation, resolve conflicts and achieve strategic objectives. Simple decision, right? For instance, you might be planning a strategic workshop. You might want a really good team-building session. Maybe you’re navigating organisational change, and need some neutral help. Whichever you want, an external facilitator can provide the guidance and support needed to unlock your team’s full potential.
In summary, if you’re interested in exploring how external facilitation can benefit your organisation, consider a qualified facilitator. Discuss your specific needs and objectives with them. The right facilitator can make all the difference in achieving your goals and driving long-term success. Trust me, you’ll be so pleased you did. And if you want to speak to me about your needs, please get in touch.
by Astrid Davies | 4 Feb 2025 | Leadership Matters
As a business owner dedicated to helping leaders grow, I’ve seen first-hand the immense value that networking events bring to leadership development. Whether through my Future Leaders Breakfast® events or my latest initiative, the Acumen Supper Club, networking is a powerful tool for developing leadership skills. By offering a space where like-minded individuals can come together, learn, and share experiences, these events play an important role in building confidence, knowledge, and valuable relationships for any leader.
In this blog, I’ll explore how running networking events helps my clients enhance their leadership abilities and why learning through shared experiences is essential for professional growth.
The Impact of Networking on Developing Leadership Skills
Networking events specifically designed for emerging leaders offer unparalleled opportunities to build relationships, gain diverse perspectives, and sharpen leadership skills. The Future Leaders Breakfast® events, which I run in Chichester, Southampton, and Bournemouth, focus on new leaders at the beginning of their careers. These events provide a relaxed and informal atmosphere, where attendees can network, share challenges, and learn actionable leadership tips over breakfast.
The importance of networking in early leadership stages cannot be overstated. At the start of a career, new leaders often face unique challenges, including managing teams, navigating office politics, and improving decision-making. By interacting with peers who are going through similar experiences, participants gain insight into how others tackle these issues. The shared learning helps attendees grow and develop their leadership skills, creating a strong foundation for the future.
Creating a Supportive Environment for Leadership Growth
Networking isn’t just about making contacts—it’s about fostering genuine connections that support personal development and business success. Through my events, I’ve witnessed the power of shared learning. When leaders come together in a supportive, psychologically-safe space, they feel comfortable sharing their challenges and success stories. This open exchange of experiences helps to build confidence and trust, both crucial for effective leadership.
This principle also lies at the heart of my Acumen Supper Club, a new networking product designed for female entrepreneurs running microbusinesses or operating as sole directors. Acumen offers a safe, supportive environment where women can discuss business challenges, exchange leadership tips, and collaborate over a delicious supper. They will also have the opportunity to follow a year-long structured programme, designed to develop their business while they develop their own leadership skills. This unique concept allows participants to step away from the pressures of running their businesses and “mastermind” with others facing similar challenges.
Female entrepreneurs often face unique hurdles, such as balancing multiple roles and overcoming isolation. The Supper Club offers an opportunity to address these issues within a supportive group, where women can lean on each other for advice, encouragement, and guidance. The power of these peer-to-peer mastermind conversations will help participants build stronger leadership skills, while also developing lasting business connections.
Building a Cohort of Trusted Peers
One of the key benefits of networking events is the sense of community they foster. Over time, participants become part of a cohort—people who share similar professional goals and experiences. This sense of belonging not only provides a support network but also encourages the sharing of valuable knowledge that strengthens leadership abilities.
For instance, during the Future Leaders Breakfast® events, leaders often exchange challenges such as team management, making tough decisions, or balancing work-life pressures. Through group discussions, attendees offer insights and suggestions based on their own experiences, creating a collaborative learning environment. This shared knowledge helps participants refine their leadership skills and develop a stronger sense of confidence in their own decision-making abilities.
At the Acumen Supper Club, the small group size and peer mastermind format will allow for even more intimate and tailored conversations. Each participant will have the chance to voice their challenges, learn from others’ experiences, and gain actionable advice. This sense of shared learning and mutual respect accelerates growth and ensures that leaders leave with practical tools they can implement in their businesses right away.
Networking as a Tool for Developing Leadership Skills
Networking events like the Future Leaders Breakfast® and the Acumen Supper Club are not just about discussing leadership theory; they’re about achieving tangible results. By focusing on real-world leadership challenges, these events provide practical, actionable advice that participants can use immediately in their careers or businesses.
For example, during the Future Leaders Breakfast® sessions, leaders might discuss managing remote teams, boosting employee engagement, or handling that “difficult” conversation. With input from peers who have encountered similar challenges, attendees walk away with clear, actionable steps they can take to enhance their leadership performance.
The Acumen Supper Club takes this a step further by offering a safe space for female entrepreneurs to focus on their specific business challenges. The mastermind conversations will centre on topics such as scaling a business, overcoming growth hurdles, and improving strategic decision-making. The intimate nature of the Supper Club ensures that these discussions are highly personalised, providing women with the support and guidance they need to navigate their entrepreneurial journeys with confidence.
Why You Should Join the Acumen Supper Club
If you’re a female entrepreneur looking to develop your leadership skills in a supportive and nurturing environment, I invite you to consider joining the Acumen Supper Club waitlist. This unique networking opportunity is designed specifically for women in leadership roles—whether you’re a sole director or run a microbusiness. The peer-to-peer conversations, focused on personal development and business growth, will help you take your leadership abilities to the next level.
With places limited, it’s important to secure your spot as soon as possible. Some spots have already been taken, so I recommend joining the waitlist today to ensure you don’t miss out on this opportunity. To find out more and join the waitlists, click here.
Networking events provide an exceptional platform for emerging leaders to develop and refine their leadership skills. Whether attending the Future Leaders Breakfast® or becoming part of the Acumen Supper Club, these events allow participants to engage in meaningful conversations, share challenges, and gain actionable insights that directly impact their leadership effectiveness. By creating a sense of community, trust, and shared learning, these networking events offer leaders the opportunity to build stronger relationships, improve their leadership capabilities, and achieve greater success in their careers and businesses.
If you’re ready to take the next step in your leadership journey, consider joining one of my upcoming networking events. Whether you’re an early-stage leader or an experienced entrepreneur, there’s always room to grow—and there’s always something new to learn from others. Please do get in touch if you’d like a chat about anything in this piece, but if you’re looking to join Acumen, please act fast so you don’t miss out!
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.
