The Ki-Rin Discussion Board

Charity leadership and diversity

Ajay — Fri, 16 Jul 2010 11:09:46 +0000

While charitable organisations are seeing an increasing trend in representing women in management and other positions, inequalities still persist for people from Black and Minority Ethnic (BME) backgrounds. Indeed, there is much evidence to suggest that such barriers also exist for women, especially in the commercial sector, and particularly for women from BME communities who face the issue of double marginalisation.

The following underlying factors can play a role:

A lack of mentors and role models;
Exclusion from informal networks of communication;
Stereotyping and preconceptions of roles and abilities;
And lack of significant line experience, visible and/or challenging assignments.

Most diversity models, would have a consensual view that a diverse workforce can be the most precious resource that any organisation can have. Most books on leadership would also testify to this. Whilst diversity can present problems, although never ones that cannot be overcome, it can also provide wonderful opportunities.

Charity leaders, like in other sectors, have the freedom to influence their organisational culture, governance and management practices. An important step would be to move away from “this is the way things are done around here” to “why things are done that way”. In our experience of working in the UK Charity sector for the last 20 years, we have come across dynamic charities that have championed the work around diversity and benefited from it. However, we have also engaged with organisations running on old fashioned and archaic models who haven’t awakened to smell the coffee of success through embracing diversity. This can often be attributed to factors concerning willingness and desire, commitment and know-how, fear of change and perceived resource implications, or a combination of those factors.

Are we still turning the diversity tanker in the voluntary sector? Or have things moved on significantly?

The small fish in the big pond

Ajay — Wed, 14 Jul 2010 19:11:16 +0000

Is the economic squeeze going to wipe out the small guy? High impact grass-root NGOs have never seen a tougher time, not only trying to cope with the economic crisis but also trying to compete with the big boys. Time to take stock of what’s gone stale and what needs to be re-energised and time to streamline and innovate. But a small community based organisation often doesn’t have the capacity to juggle services, support and manage internal stakeholders and invest efforts into fundraising. It is perhaps about time that the big boys reinvested their efforts in being mission driven and lending a hand in partnership with the small guy who shares that same mission.

Are philanthropic donations still being channelled to elite causes?

Geraint — Thu, 03 Dec 2009 12:14:47 +0000

There appears to be unease amongst philanthropists who are reluctant to support smaller charitable organisations, raising issues of concern regarding accountability. Yet, many smaller organisations provide frontline services that are tightly delivered and managed, with measurable outcomes. Therefore, do they want to see evidence of greater regulation? Or perhaps see small organisations being transparent in terms of how they appoint Trustees? It goes without saying that many small organisations suffer from a ‘chicken and egg’ problem – they require resources in the first place to help them invest in good regulation and management, without which they risk the perception that they might not be able to look after donors’ funds. The way forward: Should Charities invite prospective donors and supporters to work more closely with them, to obtain an insider’s view of the constraints, challenges and opportunities they face – before they secure the donation?

Is philanthropy the new status symbol amongst the very rich?

Geraint — Mon, 30 Nov 2009 12:10:21 +0000

More and more who have made their millions in investment banking, private equity or hedge funds have been looking for ways to give back through good charity projects. Are they now looking for the next best thing having had their financial success? This may be different to individuals who have inherited wealth, raising feelings of guilt or embarrassment as their belief systems are challenged.

Is Corporate Social Responsibility only about the difference a company makes to a disadvantaged community or the environment?

Geraint — Fri, 27 Nov 2009 12:10:09 +0000

Clearly, much of the focus for CSR is around the difference made to a community outside of the company, yet the word ‘community’ can easily refer to the employees that work inside the organisation, the management of suppliers and partners, and also the treatment of its customers. Where such processes can be measurable then companies should be able to market themselves as socially responsible. Employers that have policies and working practices that are ethical, professional and responsible, can lead to a positive working culture, and a motivated and performing workforce, contributing to the bottom line. However, in the current economic climate, is this too much of an onerous burden, particularly for small to medium sized organisations?

Business and social responsibility – could there be a better time to engage?

Geraint — Wed, 18 Nov 2009 12:08:41 +0000

As businesses have dissolved or merged as a result of the global economic crisis, there has been a spark in entrepreneurship that has emerged – business entrepreneurship as well as social entrepreneurship. A legion of people and businesses have become more introspective in seeking ways to be more effective, value driven, and outcome focussed. Contrary to the belief that people become increasingly frugal in their spending, their own experiential learning in a recessionary climate is likely to spark motives to help another – perhaps similar to a state of empathy and a case of feeling the ‘pain’ of another.

Being in a place of ‘victimhood’ in the recession, whether it be through redundancy from a job or losing a home because of the difficulties in repaying a mortgage, as awful as it is, can be a personal choice in terms of how someone chooses to experience it. Naturally, this would be with exceptions where personal circumstances might not make this possible, for the time being at least.

But taking responsibility is also a choice available to us. Being more responsible for ourselves, our loved ones, our employees, our customers, our environment, our community.

People, who, as phoenix through the ashes, emerge with increased determination and perseverance, whether to just make ends meet or to develop an unprecedented and enterprising approach to success, demonstrate a sense of personal responsibility and ownership.

Equally, businesses that have experienced a loss in revenue and profits would also have lost employees and customers. And in doing so they would probably have also lost their suppliers, who in turn would have lost business, creating a domino effect.

Those that have chosen to take the responsibility route and have managed the process successfully are likely to be organisations that have strong leadership presence, an iron-willed determination, visionary and value driven, and they are also likely to achieve sustainable growth through leaner operational strategies.

So, how does this relate to social responsibility? Those organisations that have experienced a magnitude event, such as the recession, are likely to be more internally focussed on operational process and management, and more outwardly focussed in terms of engaging better with clients, customers, partners, suppliers – and the community. How it executes this depends on how much emotional literacy, not just business acumen, plays a role in the leadership.

Successful businesses that have implemented Corporate Social Responsibility strategies have known the value that it brings to their bottom line, as much as to the social community or cause it seeks to benefit.

Even individuals, who have felt the brute force of the recession at a personal level, are likely to appreciate or understand the challenges faced by disadvantaged communities. Negative events experienced collectively in a community often drive its members to engage and work together for mutual benefit.

So, isn’t this an opportune time to create a win-win scenario for us ALL?