Imperatives for change

With a three decade plus long career, one of the things I have realised is that there is nothing like a ‘stable period’. There is always change – what may be different is the magnitude or scale of change, the pace of change or our ability to adapt to the change. But then, as has been said several times, change is the only constant !

It is natural for us to resist change, or expect resistance to change from others. It pushes us into areas unknown and potential consequences that cause anxiety. That is not good enough reason for us not to contemplate change if that is what the organisation needs. And even if we don’t want change, the external environment changes ever so fast that we need to keep up to that change to be relevant.

Each time I have engaged in, been part of or led change processes, I have realised that each one of it is different and distinctive, and that there can never be a perfect plan. That is the nature of that process called ‘change management’, even if we have experts and several books written on that. What can be done is to foresee some ways in which change can have an impact on people and organisations, and aim to leverage some of the opportunities while mitigating the risks. 

Here are some lessons I have learnt :

1.    Acknowledge that change can be destabilising : There could be strong internal or external imperatives to change. There may be a great appetite for change and even a lot of excitement. But it is worth recognising that not all colleagues would feel the same. There are often concerns around change processes being destabilising – and to know that is even more difficult if some of those experiencing such feelings are the quieter ones. Hence, it is about acknowledging it and trying to find out as much as possible.

2.    Be clear on imperative/s for change : Given the fast changing environment we are in, and the particular pressures that the charity sector faces, it is not unusual for there to be more than one imperative for change, which could be strategic, financial, regulatory, technological or leadership related or induced change processes. The clearer the leadership is about this imperative, the better it is to build a compelling narrative around the imperative for the change, which is then of critical importance in getting engagement from the board, staff, supporters, partners and other stakeholders.

3.    Regular check-ins and communications : This applies to all organisations irrespective of size, but it does become more complex for larger ones. Creating spaces for staff and other stakeholders is really important to demonstrate the leadership’s willingness to listen and engage, to understand the concerns and where they are coming from. It is also important to recognise that different people take in communications differently. Some prefer face to face conversations, some through written feedback, others through surveys or some even through their representatives. The more diverse an organisation is, the more deeply one needs to think of the best possible means to communicate.

4.    Closing the feedback loop : A key purpose of engaging with staff and stakeholders is to get their inputs and insights. To maintain the integrity of the process, it is really important for this loop to be closed with some form of a feedback so that there is clarity on how the inputs provided have been taken on board and factored into the final set of decisions taken.

5.    Planning for delays : I wonder if any change process has gone absolutely to plan without some time and even cost overruns. A lesson learnt from that is to ensure that we do not cut corners with resources allocated and that there is enough contingency factored in, as often, things don’t quite go to plan, especially if the process is designed to be a consultative and engaging one rather than being entirely driven top-down.

6.       Reflection and review : The sign of a change process that maintains integrity is going back to those who were engaged with some form of a structured or semi-structured review, to reflect on the process, highlight what went well and what didn’t and elicit thoughts that would provide invaluble learning for future processes.

So, a final thought – change is inevitable, so let us just face it and be prepared to embrace it. That is the only way we can ensure that change processes do not overwhelm us, but that we are in control of factors that will ensure effective change processes.

(Originally published in The Third Sector, November 2018) 

Thinking differently and collectively about decision making

I’m sure we’ve all been part of a "groupthink" discussion where the course of action or the decision taken has let us feeling uncomfortable, yet we would like to go with the flow for a number of reasons. The result? We come out of those meetings feeling dissatisfied or not quite aligned, we feel disengaged and we are unable to commit fully to the decision being taken. What we often don’t realise is that we are also part of the problem because there was something about the meeting that stopped us from expressing what we really wanted.

This form of groupthink is called the Abilene Paradox, a term coined by Professor Jerry B. Harvey of the George Washington University, which is about the example of a family making a trip that no one wanted to go on. The paradox is more about managing agreement, instead of conflict, which then leads to decisions that might not be the best for the organisation or the team.

This is a common dilemma facing leaders when getting closure on decisions. When is a "yes" actually a "yes", when it could be a "yes, but", "no, but" or even a "no". What is it that stops people from expressing what they really think? How can people be encouraged to say what they really think without fear of reprisal?

Speaking to some of my peers, there were some valuable insights. There is probably no one right answer. Decisions are made based on a combination of evidence and judgement. As such, there are no "good decisions" at the outset. Only time will tell if a decision was good or not. What we can aspire for are "well-informed decisions". If that is clarified at the very beginning, colleagues are likely to feel more open and confident in expressing views that might not be the most popular in the room.

It is a spectrum. In one of the training sessions I attended, we were taken through a simple tool called "gradients of agreement", where, for every action or decision, each participant had to rate a decision on a grade of one to six, with one being absolutely happy with it and six when you are absolutely opposed to it. The scores in between allow a range of opinions in support of or against the action or decision. This approach steps away from the often used "yes/no" binary approach to decision-making. In addition to the scoring, members are also asked to explain their scores, which opens up a conversation and makes the discussion more well informed.

Think things over and do not decide in haste. Unless there is a crisis brewing, there is no need to take a quick decision if there is some reluctance or uncertainty among the group. Decisions taken in haste on important matters are the ones that might come back to haunt us. Effective leaders are known to suspend the need for a decision so that colleagues can go back to the drawing board, check their assumptions, get better information and, more importantly, create some spaces to continue the conversations. Where there is no pressing imperative to take a decision in terms of timeframe, it often leads to decisions being of much better quality and thus engaging colleagues more in taking these forward.

It is about inclusion, not consensus. Decisions are about choices and hence, in most cases, it is highly unlikely that there would be a perfect consensus on some critical decisions. Based on what I have experienced and heard, effective decisions are those that value inclusion over consensus. Inclusion enables people with different perspectives to come up with insights that lead to better-informed decisions. Consensus can sometimes drive us down a path where we cannot make hard choices. I remember our strategy consultant telling us: "If you come up with a strategy that everyone is absolutely happy about, there is a problem because you might not have made tough choices."

We know from experience that, if the decision-making process is flawed, the decisions that are then taken can have some terrible consequences. So it is important to focus as much, if not more, on the process of decision-making as we do on the quality of decisions or, indeed, the speed with which decisions are taken.

(Originally published in the Third Sector, October 2018) 

Embrace the value of reflection

Reflections are often incredibly valuable, yet that is something for which we seem to have very little time. I suppose it is something like meditation or exercising: we know it is good for us, but struggle to find the time or the discipline.

Many of us rely on a number of articles, books and seminars to capture learnings: the distilled wisdom that we gain from the experiences of others. Little do we realise that we can often gain a lot from our own reflections or even asking others for their reflections. There are some practical benefits too – these are cost and time-effective, and, importantly, we benefit from the lived experience of someone we trust.

When I was new to my current role, I managed to meet a few peers who had been in their roles for less than a year, just about the right time for them to reflect on their early experiences and recollect some of them before they were consigned to oblivion. As you can imagine, a lot came through. Here, I highlight just three of them that I found very valuable.

Remember that the organisation existed before you joined It is a no-brainer, isn’t it? Yet how many times have we heard people talking (or how many times have we talked) about how things turned around after they (or we) joined, sometimes completely forgetting that every organisation has a history (unless you are the founder), a legacy, some foundations, however strong or weak? And the organisation is what it is today because of the people who were there before you. When we "inherit" the organisation, it is something we need to embrace as a whole, remembering that organisations, like people, have their strengths and weaknesses.

But how do we recognise the strengths and build on these, and how do we address the weaknesses? Were these strengths and weaknesses more contextual? For example, fundraising was less of a challenge before 2008 than it is now. So did an organisation have fundraising success in the past simply because of a benevolent environment or because of superlative fundraising expertise or outstanding leadership?

The three horizons principle Often, for those coming into senior leadership, the first few months are full of meetings (inductions or otherwise) during which a long list of priorities are thrust in your direction from the different teams or departments. All of them are important from their perspective, of course. As someone who is new to the organisation or the role, or both, it is often difficult to figure out what needs greater attention and what is more business-critical.

This is where that quintessential leadership quality of judgement comes in. The best advice I have received is to place these in three different horizons: what you think needs to be done in the short term (in three to six months, say), the medium term (the first year or two) or the longer term. Sorting this out helps to clear the clutter in our minds about what needs the most attention. Once done, the next filter would be to consider your specific role vis-à-vis that particular issue in terms of doing it, getting it done or facilitating.

Communication, communication, communication As a person new to the organisation or the role, or both, you are probably relatively unknown. People do not quite know what you think, what you feel or what your approach is and are often trying to make sense of you and your steer. This can be a bit challenging for your colleagues because the inability to fathom you adds to a sense of uncertainty and anxiety, especially for those who are uncomfortable with change. For you, the challenge is about what you say (because you are clear and convinced) or what you don’t say (because you don’t want to be seen as judgemental or are not absolutely sure). It is therefore down to communication.

So what do you do when you don’t know what to say? The best approach is to ask as many questions as possible, which gives your colleagues some inkling of what you are thinking while enabling you to get as much information as possible about the individual and the issues. You can and should be as accessible as possible, be engaging and willing to strike up conversations, so that people really try to get to know you. And, very importantly, try to remember the names of as many colleagues as you can. It is just one way to show how you value and acknowledge them.

As it is said: "From quiet reflection comes even more effective action." The one thing we can offer our peers is the benefit of our own reflections, while also seeking to learn from others’ reflections.

(Orginally published in the Third Sector, September 2018) 

Don't dive into your first 100 days

Summer is the time when some people get ready for a change, to start a new role, fresh after a summer break. And while those who have a new role to look forward to are trying to wind down their current commitments, there is always the excitement that awaits round the corner, a great sense of anticipation that potentially marks the start of a new chapter in an individual’s professional life.

As the day of making that important new start approaches, there are usually a number of ideas buzzing around in people’s heads. Equally, there are niggling concerns and some elements of self-doubt or a slight anxiety about the burden of expectations. The first thing to say is that all these are absolutely normal, just as normal as some of these feelings that many of us might have experienced walking down the aisle to tie the knot and make a deep, long-lasting commitment.

So I thought it would be useful to lay out a few simple principles that I have learnt from my peers and seniors (and tried myself), which could be relevant for any role, but particularly for senior leadership or management.

The first 100 days Many books and articles have been written about the importance of the first 100 days in post, and I have known many people who have had elaborate plans for their first 100 days – as did I. But there’s nothing particularly sacred about this milestone. In reality, you cannot actually achieve a great deal in your first 100 days, so you’re best to treat them as your honeymoon period, a time when you get to know the organisation, the history, the culture, the team, the board, the exciting plans and the big challenges.

Making changes A new leader or manager often signifies change, and everyone will watch you very closely in terms of what you want to deal with. And wanting to stamp your influence on this role, you too will be keen to make some changes based on what you have seen and what you think you have understood. However, proceed with caution. If you want to make some changes, do not do so in the first three months – but if you do want to make some changes, do it in the next six months. Of course, these are not the radical ones, but some changes are absolutely critical and even if the change is not completed it is important to have it charted out in the first six months and communicated.

The unfreezing and refreezing When a new person walks in, there is some disruption, a period of "unfreeze". Some patterns, activities, behaviours, tone, language or relationships are disrupted. It is an uncertain phase. But this is also the best time for the incoming person to identify the opportunities, to elicit and promote some ideas. Before you knew it, you too would have settled into a pattern and thus contributed to a refreeze. Make the best use of the unfreeze period to ask some challenging questions, challenge the status quo (if it needs challenging), reinforce some messages, but also assure colleagues about all the good stuff that is happening and which you will absolutely commit to continuing. When that happens, the refreeze becomes more healthy, trusting and less rigid.

There’s a famous quote that says "the best preparation for tomorrow is doing your best today". So if you really want to get off to a great start in your new role, invest some time in mentally preparing yourself and bear in mind a few key principles. They might prove to be handy.

(First published in the Third Sector, August 2018) 

Culture Can Make or Break Organisations

"It is all about culture," he said. I was talking to a senior leader in the not-for-profit sector before I started in my current role and was generally asking for advice. A lot is said and written about how you prepare yourself for taking up a new senior leadership role. Seeking advice from seasoned leaders is certainly one of them.

Explaining in more detail about what he said, he talked about "getting into the zone". All of us live in many worlds and there are a number of things on our minds – and sometimes it is very difficult to disentangle our lives or compartmentalise them, because we do not live our lives in compartments. The point he was making was that, as we come in to work, it is really important to remind ourselves to get into the zone, just as athletes or actors do. He talked about his "touching out the Oyster card" principle, which he assiduously remembered each time he got off the tube and took the short walk from there to his office.

This is a very simple thought, but quite profound in its implications for our behaviours and role-modelling. Over the years, I am sure we all see the power of body language. And the more senior a role a person is in, the greater is the scrutiny of all that s/he says, does or even doesn’t say or do. Colleagues who see us every day are very astute in figuring out how you feel when you come out of a board meeting or a senior management meeting. This is particularly so in an open-space working environment, where the level and nature of interaction are more intense.

So when it comes to culture, it is worth remembering that every little thing does indeed matter – a word spoken or unspoken, a feeling expressed or not. Our day-to-day behaviours and our interactions go a long way towards defining our organisational culture and how colleagues experience it.

A key part of culture is about empathy: how senior leaders and managers relate to their colleagues during difficult, stressful and challenging times. I once came across a chief executive who knew that her team was working on a very intensive fundraising bid from an institutional donor. The process was quite new, complex and demanding. Expectations were also high. Unfortunately in this case, the project team did not succeed. The team leader sent around a very matter of fact mail to inform the senior managers that they had not won but that lessons had been learned. When the Chief Executive saw this message, she was very disheartened, but did not hesitate to walk up to the section where this team was located and thank them for all their efforts, for the courage and dedication in putting together a bid, encouraging them to believe in themselves and offering her support in any way that she could. That was a simple gesture, but went a long way towards cheering up the team and making them more positive. The message for them was very clear: the chief executive cared and she demonstrated empathy. More importantly, it emphasised that it was ok to fail. The important thing is that we put in our best efforts and learn from our experience.

As the saying goes "not everything that can be counted counts, and not everything that counts can be counted". Culture cannot be "counted". It cannot be measured. Sure, there are proxy indicators that can be generated through staff engagement surveys, which can be quite powerful. But it is important to hold the thought in our minds that culture is a powerful intangible that makes or breaks organisation. And where culture is everyone’s responsibility, the tone is set right at the top.

(Originally published in the Third Sector magazine, July 2018) 

Leading on Governance

Leading on Governance 

When I took on my role as Chief Executive at ActionAid UK in August 2015, one of the first things I did was to have an informal conversation with my then Chair, Dr. Margaret Casely-Hayford. 

Margaret had been in post for over a year then, and among the various things she dealt with in her role, was my appointment. A key piece of advice I had received from a number of people when I was taking on this role was about the critical importance of the Chair - Chief Executive relationship. 

It was meant to be an informal meeting, more for me to get to know Margaret a little better. I thought Margaret did have a good sense of who I was, having gone through two rounds of recruitment and received all the references. But then, it was a good opportunity to have this conversation in an informal setting. 

While I was delighted with this opportunity a few weeks before I joined, I was certainly not prepared for Margaret coming so well prepared. She had had extensive conversations with each one of the trustees prior to our meeting, and she had taken copious notes of the discussions. She had particularly pulled out points which she thought would be important for me to know as reflections of the board. And we spent a couple of hours over a couple of coffees going through some of the reflections. I think she probably realised that I had a rather casual attitude to taking notes ....which meant that a couple of weeks later, there was a document with the compiled and curated version of the trustees' comments, that was so thoroughly done that it gave me a script, a mandate of what I needed to manage / tackle / address in my new role ! And on my first day in the office, she scheduled a Skype call early in the working day, a brief one, just to welcome me and wish me well, which was then followed by a face-to-face meeting a few days later, with a simple question : How are you doing ? 

That is the Margaret I got to know - and the more I got to know her, the more impressed I was with the amazing breadth of her knowledge, her passion and commitment to issues of poverty, inequality, injustice and diversity, and her incredible energy to reach out and support us as the Chair of the organisation. She also led the board in discussions on our new strategy, which we finalised last year, and is titled, 'Together, with women and girls'. She also led, with great passion and insight, our quest to embed feminist principles as a core element of our organisational culture. It is no wonder then, that under her leadership, ActionAid UK won the BOND Award for Governance and the Charity Governance Award for Board Diversity and Inclusivity, both earlier this year. 

I am therefore absolutely delighted that she has been awarded a CBE as announced in the Queen's Birthday Honours 2018, for her contributions. So here is a glimpse of the few important lessons I have learnt from her :

1. Speak truth to power : As a leader and a trustee, she has always welcomed discussions that are uncomfortable but that can result in a better outcome for all, without exerting power and influence. In the context of an international federation that we operate in and the democratic principles that guide us, this is really important, and has to be done rather sensitively given the relative size and influence of ActionAid UK within our federation. 

2. Being true to one's values and convictions : It didn't matter to her if she said something which could be unpopular, as long as it was deeply embedded in her values and convictions about equity, fairness and justice. She was very conscious and self aware of her relative position and privilege in society and she was always keen to use it to promote causes that she deeply believed in. 

3. There is never an end to learning : As a keen listener, she would take detailed notes of all our conversations and during meetings. She never hesitated asking a question. She did not mind saying that she didn't know something. She was never deterred by trying to do things that she was unfamiliar with. All that meant that she constantly absorbed new insights, skills, knowledge ever so effortlessly and contributed so widely. She even immersed herself in understanding rap music because she was very serious about mentoring a talented, upcoming and struggling rap artist make his mark ! 

4. Giving credit where it is due : As a Chair, it was really important for her to recognise the unique and distinctive contributions that each trustee made, big or small, and contribution by members of the staff. Her generosity of spirit was absolutely remarkable and her modesty in attributing any areas of success to herself was absolutely humbling. 

And it is especially on this last point that I am offering this as my own little humble tribute to the amazing body of work that Margaret has led. As a first time CEO, it has been an amazing privilege to work with someone as driven, committed and knowledgeable like Margaret. It was with great sadness that we bid good bye to her last month, as she took up the role of Chair of Shakespeare's Globe Theatre. Our loss is their gain, but we are buoyed by the fact that Margaret will continue to be an ardent and committed supporter of ActionAid UK.

Congratulations Margaret on your very richly deserved recognition - and your contributions also to the Met Police, the Co-op, Coventry University, Great Ormond Hospital, to young artistes, entrepreneurs, the BAME community and to some of the world's poorest communities, especially, women and girls ! Wish you continued success !