Tools For The Emerging Social Leader

The Importance of An Org Chart

September 15th, 2023 — Org charts often suffer the dual harm of being both underused, and misunderstood. But there are two things we can do with our org charts to address this. . .

Competence & Kindness

September 13th, 2023 — Competence plus kindness can be a leadership superpower. But given the choice of just one; it's competence every time.

Forming, Storming, Norming, Performing

July 5th, 2023 — The role of leadershipis to shorten the process, and tend towards higher-quality, intentional outcomes.

Pre(a)ch Aida

July 3rd, 2023

Pre(a)ch Aida

Our values are a contract

April 23rd, 2023

As organisations, our values are an implicit contract we make with our clients, our partners, our team and the sectors in which we work.

Every engagement is an expression of these implicit contracts. Each time we connect with another party (client, team member, partner, etc.) we confirm, or deny, our commitment to our values.

Maintaining an alignment to our values is straightforward when our organisations are young and our teams are small. But the larger our teams and the greater our reach, the more complex the network of contracts can become.

Every interaction in an implicit contract that contains a series of values. If there is not a consistent alignment across the team to the core values of the organisation, then each person will unconsciously insert their own, exponentially growing the complexity of the network of contracts.

This is why measuring the impact and awareness of our organisation is a vital part of our leadership. They should become part of our strategic business objectives, part of our dashboard, so that we keep them at the forefront of our goals.

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