NGO managers and leaders need to convene at times for strategic deep dives to survey the future, consider choices, decide on change agendas, or re-evaluate past efforts. Skillful facilitation by somebody who has sector-level perspective, knows peer experiences, understands leadership perspectives, and can highlight potential blind spots is crucial for success of this type of exercise.
Managing a shift in the paradigm
A mid-size US INGO who was undergoing a major paradigm shift,including new ways of working, needed to have a productive strategy meeting with its extended leadership team.
Tosca co-designed and co-facilitated the session, and in that process also highlighted various informal but important ways in which the competencies could become embedded in the organization’s daily habits and behaviors.
The organization was able to judge what next steps were needed as part of its strategy shift.
Providing thought leadership to ensure the future-fitness of ‘influencing’ NGOs
An NGO well known for its ‘influencing’ work felt the need to forecast for itself, and for its peer influencing-type NGOs, whether and how it could remain relevant and legitimate well into the future.
Tosca provided analytical input into a provocative ‘kick-off’ concept paper. She also provided project management support to the senior NGO leader who spearheaded the first phase for this initiative.
The project’s scope was clearly delineated, its sector-level relevance was secured, and the data that needed to be collected to provide a foundation to produce a rich, sector-level debate was secured.
Testing and validating an approach
A major human rights NGO was revising its behavioral competencies based on worrisome findings coming from several staff engagement surveys. It needed its group of senior managers and leaders to validate the proposed competencies during a Management Team gathering.
Tosca co-designed and co-facilitated the session, and in that process also highlighted various informal but important ways in which the competencies could become limitations become embedded in the organization’s daily habits and behaviours.
Although training and formal performance management processes are important, the competencies are more likely to become every-day lived values by reinforcing them in informal and personal ways.