Warning! Working differently can seriously improve the environment (and well-being)

In Cardiff and everywhere, there has been a lot of talk lately about clean air and reducing carbon emissions and indeed, in Wales, the Government has declared a climate emergency which suggests they are finally taking this seriously and we are going to see some critical action.

As ever with this conversation, the ideas and actions for tackling carbon emissions tend to be focused on getting people to switch their mode of travel from the car to cleaner, greener forms of transport such as electric cars, bike or train.

What I notice though is that those responsible for solving this problem rarely seem to ask themselves the very important question: ‘What if people didn’t need to travel?’

We are so entrenched in an industrial model that work is still seen as a place we go rather than something we do and so rarely given the consideration it deserves as one of the tools in the box when it comes to tackling climate change.

As someone with a long history of promoting flexible working, I can see a lot of opportunities not only for the environment but for individuals and employers too. So why are we not talking more about this and how working differently can reduce carbon emissions whilst also increasing community cohesion and overall well-being?

It’s a bold claim but I believe that it’s because so many managers are scared to let people get on with it and unable to tell if they are actually working if they can’t see someone at a desk in front of them. Too many organisations manage people on the basis of time and presence in the office. Just think what we could achieve if that switched to trust and outcomes instead?

Part of the issue is the number of limiting beliefs around different ways of working so here are some common myths and realities that will hopefully help to open up some new ways of thinking about how we can reduce the need to travel for work purposes, reduce carbon emissions and improve air quality.

Myth: When we talk about working differently, we mean people working from home on a permanent basis.

Reality: Working in an office and working from home are just two options in a broad spectrum and also not mutually exclusive. People could maybe work one day a week in their local community which could be at home or in a community hub or café or anywhere they feel inspired. This would reduce the need to travel and increase feelings of connections in the community.

Myth: If people are at home, they will have more distractions.

Reality: When people are working from home, they might put the washing out or get the dinner started and that is actually ok. When they are in work, they might be talking about what happened last night on Coronation Street or making everyone a cup of tea which is also ok. Regardless of whatever household tasks get done when at home, most people would say that working remotely is great for getting on with work projects because there are fewer distractions.

Myth: Working remotely has a negative impact on well-being.

Reality: If you work alone, at home, all day, every day, this can have a negative impact on well-being for some people. However, working from home sometimes can be beneficial because people can concentrate on a piece of work and save time travelling to the office which they can then spend getting jobs done or playing with their children. This can have a positive impact on well-being.

Myth: Supporting remote working requires expensive video conferencing platforms to allow people to remain connected.

Reality: We are better connected than ever before so utilisation of the wide range of free channels available to us means that teams can remain connected regardless of location.

Myth: Managers are automatically equipped to cope with any working arrangement.

Reality: Technology has transformed what is possible in the workplace, allowing people to work whenever and wherever is best to get the job done. Ensuring staff performance when managing remote workers is something that many feel less confident about so training should be built in to organisational development programmes to ensure managers have the necessary skills to cope with all situations.

 

Do you think working differently has the potential to help reduce carbon emissions? Do you have thoughts on how we can build confidence and skills to manage different ways of working? Share your thoughts in the comments below.

 

If you like this article, you might like to read this one too: Want greater staff retention, less sickness absence and increased productivity? Join the results based revolution and unleash the power within.

 

 

 

 

 

Perfecting an 80/20 ‘balance’ that nurtures talent and celebrates success

Recently, I was speaking at an internal session on managing performance and explained why I believe the role of a leader is to help people be the best they can be.

The discussion began when we were asked to identify measures of staff satisfaction and organisational success.  One of the first things that came up was staff retention with many believing this this is a sign of problems.

Now, I accept that if staff start leaving in numbers then it can indicate that there is a problem which needs to be addressed but I asked them to consider a different possibility: perhaps it shows that people are being managed well, developing skills and progressing to the next level.

When asked, I explained to the group that I strongly believe part of my responsibility as a leader is to develop people.  This means that they should grow professionally during their time in a role, gaining new skills and enjoying a boost in confidence.  Ideally, they would then rise through the ranks and feel the satisfaction and fulfilment of working for an organisation that nurtures talent, utilises this appropriately and rewards people for their success.

However, in a small organisation, it can be hard to do this and so it needs to be OK to develop people so that they can move on.  If people move on to better things as a result of what they learnt with me, then I consider that a good outcome for the organisation.  I also find that it means we have champions in the wider world and many of my staff are still working with us in their new roles.

Doing things in this way creates ambassadors who can raise awareness of our work with their new colleagues and partners.

 

The 80/20 rule

In terms of how I ensure people are able to develop, I believe in an 80/20 rule.  Put simply, this means that individuals should spend 80% of their time doing things they feel they are good at and 20% stretching themselves.

To help me identify their strengths and development areas, I ask staff to complete a personal development plan which allows them to list their skills, achievements and goals.  We then sit down and have a discussion about what they have included and I might make further suggestions about anything I think is missing.  People don’t always see something as a strength or a talent so I might explore certain things with them to highlight any skills I think they have but don’t recognise.

This provides a framework for which they can develop an action plan to push themselves forwards.

 
The theory part

One of the key theories that underpins my leadership style is Dan Pink’s work on motivation which argues that the three things people need to be successful at work is autonomy, mastery and purpose.

The 80/20 rule means that they spend 80% of their time utilising their strengths and working towards mastery.  If their time is spent mostly on things they enjoy and feel they are good at, then they will feel good most of the time and will be doing things that fire them up, satisfy them and allow them to feel confident.

From that place, they can focus on the other 20% which should be about things they either don’t want to do (we all have those things) and things that they want/need to learn to be the best they can be.

The key to success with the 20% is to have a clear action plan which identifies skills and competencies that need to be developed in order to achieve career goals.  This should include steps that will be taken to ensure that individual can push forwards and make tangible progress towards their goals.

In terms of monitoring, I hold individuals to account for completing their actions by making sure progress is discussed on a quarterly basis and then on an annual basis, I ask staff to reflect again and complete a new plan for the year ahead.

 

Achieving ‘flow’

If you look through the stages, you can see that the method is based on the high performance cycle – Plan, Do, Review and Improve.  In following this process and ensuring the 80/20 ‘balance’, I believe people can be supported to achieve ‘flow’ which, in positive psychology, is:

‘The mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity’.

This has to be the state of optimum performance and exactly where we surely would want our teams to be so I challenge you to try a different way and see the difference it makes.

 

If you can see the value of this approach or have similar methods yourself, share your thoughts in the comments below.

Why Brexit needs leadership based on kindness and compassion not soundbites and rhetoric

This morning, I am in a hotel room in Manchester watching commentators discuss the latest humiliation of UK Prime Minister, Theresa May, after every option of her Brexit plan was rejected by MPs.

As you will know, the news from last night is that she told her party she would step down if her Brexit deal is passed which seems like a desperate plea for support so that she can finish the job she took on. When this all started to blow up, I had some sympathy with May because it seemed like she didn’t stand a chance from the beginning, maybe because MPs from across the UK are afraid of what a British exit from the EU will actually mean for the country.

The longer things have gone on, the more embarrassed I feel as I watch the pantomime that our parliament has become and with recent events in New Zealand, it’s hard not to wonder where we might be if we had a different kind of leader at the helm.

It is clear that Brexit is divisive – it divided families and friends overnight with passionate views on both sides, often under one roof – so it needed leadership that could recognise all opinions and bring people back together, moving towards a shared vision for the future.

After the referendum in 2016, it seemed to me that what was needed was a cabinet of the best people from across all parties. Ok, this isn’t common but a coalition Government was in place under Churchill’s leadership during the second World War and working together now for the good of the country is just as important now as we negotiate our way out of the European Union as it was in wartime.

Evidently, May doesn’t share that view (or doesn’t have the skills) and she has missed the opportunity to unify, instead, widening the divide and creating even more conflict. The greater the challenge, the more determined she seems to become.  She has stuck to her guns but she clearly hasn’t inspired confidence and is now paying the price.

In a stark contrast, we have just seen New Zealand face their own man-made crisis in the Christchurch terror attack, with a leader who has reacted entirely differently; not with soundbites and rhetoric but with kindness and compassion. She has brought people together across New Zealand and been clear that she will take action to protect people and make sure this tragedy doesn’t happen again.

We have seen Jacinda Ardern with her people, sharing their grief, showing support and role modelling behaviours. She has shown people how they can join together in solidarity. She hasn’t just said it; she has done it. She has led a nation in mourning, not by standing out but by blending in and showing that she is part of the community too. She has shown emotion, empathy and humanity, standing out to the world as a modern leader who many would do well to learn from.

So how could May have followed this example to bring together a not so United Kingdom? Maybe she could have listened harder and shown some care for those who have found themselves in conflict instead of ploughing on without support. She perhaps could have tapped into those heightened emotions and spoken to the people instead of robotically trotting out tory lines that sound too cold for comfort. And she certainly could have found some humanity to show she understands the anguish that is out there on all sides instead of ignoring those dissenters and carrying on regardless.

Britain needs to be united behind a shared vision for the future and I hope that the next leader can recognise this and deliver success.
What do you think of leadership in relation to Brexit? Do you agree that a different style might have yielded better results? Share your thoughts in the comments below.

 

Image by Stefan Schweihofer from Pixabay

Top tips for writing job applications that will get you shortlisted

Recently, I was approached by a friend who has been applying for jobs but hasn’t had much success in securing interviews and was wondering how he could increase his chances of getting through the paper stage to increase his chances of getting the job. When I had heard that he was finding the application process challenging, I offered to take a look for him and see if I could offer any suggestions for improvement.

Eventually, he decided it might be worth me taking a look and I could immediately see the problem. Whilst he was doing a great job of showing what an impressive person he is and the wide range of skills he could bring to the post, he wasn’t managing to demonstrate how he could meet the skills and competencies set out in the role description. It wasn’t necessarily that he didn’t mention these but he didn’t do so in a way that made his application easy to shortlist so I showed him a few techniques that he could use to make it easier for the recruiter to see how he could meet the requirements of the role.

With just a few tweaks, he was able to transform his application into something that got him shortlisted and could then start preparing for the main interview.

I understand well the confusing process of job applications and have myself had to figure out the right way of approaching them. Feedback I received years ago was that the way I presented the information made my application difficult to shortlist and I was lucky to be shown a better way to set out the information which increased my level of success.

So here are my top tips for successful selection:

  1. Focus on the person specification – when tackling the application, you should outline your suitability for the role, making sure you refer back to the person specification. In fact, using each line of the person spec as a heading and providing evidence of how you meet this requirement below makes the application easier to shortlist. You should give examples of how you meet that requirement, using bullet points to separate them so the recruiter can stop reading once satisfied and move on to the next one.
  2. Know your USP – I always find it useful to have clear in my head why I think the panel should choose me over everyone else. Think about what you can bring to the role that is unique to you and sets you out from the crowd. Make sure you get this across in the application and then in the interview.
  3. Use the STAR approach – the best way to structure your evidence is the STAR approach – Situation, Task, Action, Result. This allows you to provide examples that illustrate your skills, telling a story that demonstrates your ability to do the job. Don’t forget to end these examples with the ‘so what?’ – what was the impact or what would have happened if you hadn’t taken action?
  4. Sell yourself – if you want to get the job then you have to present yourself as the best. This means celebrating your achievements and being clear about the role you have played in the success of your previous projects. Many people find it difficult to do this and perhaps feel that their previous workplace wins have been part of a team effort but job applications are not the place to share the credit and instead you need to show how your contribution was critical for any collective achievements.
  5. Be concise – you need to get your point across in as few words as possible. This is especially important if you have been given a specific word count or page limit but regardless, a recruiter is likely to have a number of applications to read so don’t send them your own version of war and peace, demonstrate your ability to meet the requirement and move on. At times, the word count is so challenging and it isn’t possible to address the whole of the person spec so in these instances I recommend picking out your main achievements that demonstrate your suitability for the role and say that you hope to be able to discuss further at interview.
  6. Address any weaknesses – if you can’t do something they ask for, you need to show how you would overcome this. Just giving no answer will mean the recruiter is unable to score you for that skills or competency. However, if you say you don’t have direct experience but have shown how you can get up to speed quickly, they might give you extra points.

Finally, if you find that you are following these tips and still not getting shortlisted, make sure you ask for feedback so that you can continue to improve until you are achieving success on a consistent basis. Of course it might be that there are particular skills you need to develop or experience still to gain so seeking constructive feedback will allow you to identify areas to work on so that you can improve your chances for the future.


Have questions about the application stage of the recruitment process? Something of your own experience to share? Let us know in the comments below.

 

3minuteleadership.org

 

(Photo: Pixabay.com)

Barriers and benefits of Shared Parental Leave

On Monday, I will head to the office for the first time in six months as my maternity leave ends and my husband takes over at home as primary carer for our baby boy.

According to figures, take up of Shared Parental Leave (SPL) is as low as 2% and with enhanced packages mostly reserved for mothers, it’s easy to understand why. Some of the large private sector companies that really want to do their bit for gender equality, offer generous packages for Dads but for many, SPL is a luxury they just can’t afford to take up.

As someone who campaigned for parents to have the right to share their leave in whatever way they see fit, it’s only right that I would swap with my husband and let him take the strain at home while I go back to work. Financially, it makes sense for us too which is what SPL has always been about – families being able to manage their responsibilities with the main earner able to continue to work and baby being cared for by a parent regardless of which one it is.

Looking back, I remember how many people said I would change my mind both about sharing my leave and about going back full time but I haven’t and I’m ready to go back to a job I love and let father and son have their own time to bond.

As the big day approaches, I’m excited at the prospect of a full nights’ sleep and freedom to just ‘pop to the shop’. Plus, actually, I think it makes sense to have three months to recover from so many sleepless nights before we both have to adjust to a new life in which we battle to balance work and family life.

In terms of Dad’s thoughts, it’s his last day at work tomorrow and he is looking forward to having lots of quality time with his son and continuing to show him the world. He is both excited and apprehensive about having three months away from work for the same reasons as many of us mums. Some of the things he has mentioned include concerns about a reduction in wages and how we will manage, missed career opportunities and a fear of being left behind at work.

I do feel a little sad that this special time is nearly over but I’m happy that my husband will also have the opportunity to care for our child and take an active role. I’ve known all along that I can’t do it all on my own and I’m glad to have the opportunity to share the care right from the beginning.

So what stops more Dads from taking the opportunity? Many mums don’t want to cut their maternity leave short to allow Dad to take a turn and many that are happy to do that can’t afford to. It seems to me that employers should offer the same enhanced package for Shared Parental Leave as they do for Maternity Leave but until they do, the uptake will remain low.

Only yesterday, a campaign to provide access to baby changing facilities for Dads was in the news, highlighting the role of fathers in raising their children. It’s right that the world should change to recognise that children have two parents. Traditional attitudes to gender roles still linger but during my leave, I have come into contact with lots of fathers who are at home caring for their little ones and think this is something that will become more and more common in the future.

Have you taken Shared Parental Leave? How did you find it and what were the benefits for you? Share your thoughts in the comments below.

3minuteleadership.org

In times of complexity, uncertainty and unpredictability, what does it mean to be a leader and how can we cope in a world that’s constantly changing?

In this guest blog, Sally Hughes, co-initiator of Share Cardiff, considers how we can lead in a changing world.

To explore how we might create a sustainable future, my feeling is that we should be asking ourselves how we can do things differently.

We need to be asking how everyone can be involved in this innovation, addressing issues of access and inclusion. We must remember who all our organising excludes. We need to be finding ways to communicate beyond our echo chambers. We need to listen.

We need embodied thinking, we need to grow the possibilities in our bellies. We need to learn to be flexible through movement.

We need to reawaken the creative spark inside all of us, because to be ready to build a sustainable future, we need to be well, we need to take care of ourselves and others, we’re aware of the link between creativity and wellbeing, let’s harness that.

To be well we need to be connected. To be connected we can harness the power of the internet, which is an effective tool for bringing us together.

Now we are together, We need to get to know each other. To get to know each other we need activities to do together to build community, to grow and solidify that which bonds us, our social capital.

And we all need to be leaders.

Here’s the caveat – our current model of leadership is not fit for purpose, one person with a vision charging ahead into the future hasn’t served us so well.

We are living with complexity, uncertainty and unpredictability, we need to reassess what it means to be a leader and we need to find ways to work in a world that’s constantly changing.

I’d like to share a story that I learnt from Daniel Smith of the London based The Change Collective and designer of the Active Citizens programme.

It’s about how we negotiate our way through the challenges we face, how we look for leverage points and how we learn to be emergent leaders. It’s about learning to be flexible and learning to be present with what is, it’s about awareness.

Imagine a river. Your challenge is to use a boat to travel as a group from the mountains, down to the sea. Now, you could all get in the boat and get in the middle of the river and paddle with all your energy, ploughing a straight course through.

You’re going to run out of steam pretty quickly. You’re not going to be taking account of the conditions, the weather, the ecosystem, the needs of the people in the boat. It’s going to be hard, there will be conflict and you’ll likely capsize.

What if instead you spent time together noticing and communicating.

You notice that on some days the water runs smooth. When you drop a branch in you see the currents. You feel the wind, and acknowledge the trees, mountains and wildlife. You work together and you feel solidarity. After plenty of time watching, observing and learning, you all tentatively get in your boat.

You feel the weight of your bodies and feel the movement of the water. You let the current take you. The wind picks up and moves you to the edge, so you use a little energy to correct your path. As you move along the river the conditions change, you paddle fast, you paddle slow. You rest. You use oars to push away from the banks and you hold tight and support each other in the rapids. You listen to each other’s ideas, all voices are valued, no one voice is louder.

The journey is different because you have spent time being aware of what is happening, making small interventions when necessary, trying lots of things to see how they work and you have done it together.

This is how emergent leadership works. It’s about empathy, listening, being flexible, creative, curious, compassionate, following your intuition and innovating.

It’s about being present. This is a story about living with uncertainty, complexity and unpredictability. This is our story.

Do these ideas resonate with you? How will you sow the seeds for collaboration? Share your thoughts in the comments below.

3minuteleadership.org

5 things that will add some Strictly sparkle to your line management

It’s that time of year where many of us are tuning our tellies every Saturday night to that family favourite ‘Strictly Come Dancing’.  In our house, we love to settle down for the evening and watch the glitzy spectacle of sequins, heels and hairpieces, enjoying the glamour and fun that draws in viewers from across Britain.

Watching the show, it’s heartening to see clueless, inexperienced individuals become confident and capable dancers.  It’s even better to watch the relationship between mentor and mentee develop as the celebrities see their good faith and hard work pay off.  We literally see contestants blossom and grow as the weeks progress.

With a new baby at home, this has become a Saturday night staple and I’ve been watching not only the weekend shows but also the weekday behind the scenes spin-off programme ‘It Takes Two’.  As a result, I’ve noticed a number of qualities and behaviours that we could all adopt as leaders and managers to get staff performing to the best of their ability.

I’m sure there are many lessons we can take from the show but here are 5 things that will add a little extra sparkle to your line management:

1)      Be enthusiastic and encouraging – from the clips of rehearsals, the interviews on It Takes Two and the filming on the night, you can see that the professional dancer is always super enthusiastic and encouraging which helps to build the celebrity’s confidence and make it a positive experience.

2)      Focus on strengths – the pro-dancer focuses on those things the celebrity can do well and celebrates these things in order to give them a boost which increases their confidence and keeps them motivated.

3)      Help them to improve – the professionals identify areas for improvement, helping the celebrity to sharpen their skills and develop gradually rather than overwhelming them and forcing them to try lots of things they are struggling with.

4)      Allow mentee to shine – the pros look to show the celebrity in their best light and allow them to shine brightly and enjoy their success regardless of what level they are at.

5)      Focus on fun! – they remember that it’s about having fun so despite pushing them to their limits, they encourage their celebrities to enjoy the whole experience and make the most of their time in the competition with many of the celebrities saying they intend to continue dancing long after their time on Strictly ends.

 

Are you watching the show and have some other ideas to add to this list? Add your thoughts in the comments below.

 

3minuteleadership.org

Chair of C3SC shares his motivation for volunteering at Board level

Trustees hold a vital role in charitable organisations as they ensure the organisation is operating within the law, finances are spent wisely and charitable objectives are met.  It’s a valuable and rewarding position that around one million people in the UK fulfil. 

Despite the high number of Trustees in the UK, there are always organisations looking for people to take on these roles.

In this article, Paul Keeping, Chair of Cardiff Third Sector Council (C3SC) tells us how he came to volunteer at this level and why others should do it too…

“I’m very pleased to have become a trustee at Cardiff Third Sector Council (C3SC), initially as a trustee and now as Chair and I would say it can be a rewarding and stimulating experience, full of learning, skill-building and leadership opportunities.

I had served on the board of a brilliant arts charity – Hijinx Theatre – back in the 90’s and early 2000’s, until potential conflicts of interest with my day job and time pressures with a young family made it less easy for me to continue.  But it ignited a bug inside me, and once I found myself with more time and freedom on my hands and was invited to consider applying to become a trustee at C3SC earlier this year, I agreed readily.

There are so many fantastic charitable and community projects out there.  For me, C3SC was a good fit – I knew the organisation, liked and respected the Chief Executive Officer Sheila Hendrickson-Brown, and felt that becoming a trustee could allow me to help an organisation that in turn empowers and represents Cardiff’s thriving and diverse voluntary and community sector.  

Although most of my professional background has been in the public sector, this has not been a drawback – in fact it has been a boon in that I can help Sheila and team understand the mindset of a local authority, and how to promote cross sector partnership.

I work with a stimulating and varied board of 10 trustees, and as well as making sure the organisation has clear aims, is financially sound, well led and delivers on its plans, we have opportunities to get involved if we want in the more operational side of the job, which can be very rewarding.

The third sector has so much to offer – close to its stakeholder base, lean and competitive, enterprising and full of integrity. Long may it continue!

Some trustees may have a particular skill (e.g. finance, communications, IT, HR or other) which can be easily employed to support a small organisation.  But life experience and common sense itself are assets, as is a willingness to contribute time and support.  There is plenty of training (C3SC itself delivers trustee training and co-ordinates a Trustee Network), and organisations like WCVA and the Charity Commission produce extensive and helpful guides.

If you have any thoughts about supporting a local organisation, why not talk to a friend who is a trustee and find out their experience?  If you’d like any further advice, you might find that your local County Voluntary Council (there is one for each local authority area in Wales, and Cardiff’s is http://www.c3sc.org.uk) or a body like Business in the Community or Governors Wales.

I get a lot from being a trustee – I’m sure you could too”

 

For more on becoming a Trustee or to find opportunities in Cardiff, contact or tweet @C3SC

 

3minuteleadership.org

Why you should take on a Trustee role and how you can make it happen

This week, 12 – 16th November 2018, is Trustees Week where we celebrate the efforts of hundreds of thousands of volunteers who give up their time to ensure robust leadership and governance for charities across the UK.  This is also an opportunity to encourage and inspire others to get involved at this level.

What is a Trustee?

Trustees are responsible for a charity and work together to ensure financial sustainability, legal compliance and provide strategic direction. These people are often volunteers and make up a ‘Board of Trustees’ or ‘management committee’ which becomes the body for decision making in an organisation. Trustees should bring their own individual knowledge and opinions but support any decisions made as a collective.

Charities are always looking for skilled people to join their Trustee board so there are lots of opportunities to volunteer at this level.  Figures shared as part of trustees week suggest that there are roughly 196,000 charities across the UK with over a million Trustees in total.

Why do people become Trustees?

Probably the main reason for becoming a Trustee is the desire to make a difference and support a cause.  It is personally rewarding to contribute in this way and can have a significant positive impact on the wellbeing of those who volunteer and of course the beneficiaries of the organisation delivering the work. Not only that but as Reach Volunteering highlight, becoming a Trustee can be good for your career as well as your health’, supporting individuals to gain strategic experience, strengthen professional networks, learn new skills and more.

Speaking to a number of experienced trustees, it is clear that the role is challenging but rewarding at the same time…

“I was passionate about the charity sector benefiting from robust leadership, governance and strategic planning. Few voluntary sector organisations have access to trusted and impartial critical friends or expertise in particular professions so their board is a good opportunity to source those expertise. For me, it was also an opportunity to gain insight into how another voluntary organisation operates in a very different area of policy & practice so I learned a huge amount too. I strengthened my professional network and I got to volunteer my time skills and energy in the process. It made me a more rounded strategic operator and it wasn’t without its challenges so I feel it was time well spent” Nina Prosser, Trustee, Touch Trust (2015 – 2017)

“I became a trustee to make a difference for a charity I cared about.  As the honorary treasurer, I was able to use my financial knowledge to help the charity resolve some of its long term financial risks. On a personal level, I learnt a lot outside of my specialism and this helped me develop on a personal and professional basis”Alex Mannings, Honorary Treasurer, Ramblers GB (2015 – 2018)

In Wales, Empower offers a matching service, working with charities to identify what skills they need and then approaching high calibre individuals to fill these positions. Director, Bev Garside, said:

“Trustee recruitment is one of the most enjoyable parts of our role here at Empower because it provides an opportunity for real win-win partnerships.  For potential trustees, it provides an opportunity to utilise existing skills and develop new ones through a strategic non-executive directorship role within the charity sector.  For charities, there is the opportunity to benefit from highly skilled individuals bringing their specialisms and their passion to the board”.

“Trusteeship is an ideal proving ground for those wishing to move into a paid leadership position and companies benefit encouraging senior managers to seek appointments to charity boards”.

If you are interested in becoming a Trustee with an organisation in Wales, contact: bev@empowersvs.co.uk  

3minuteleadership.org.uk

[Photo: Pixabay]

Blog at WordPress.com.

Up ↑