Personal Communication

Learn how to lead your not-for-profit, charity or social enterprise organisation effectively through strong governance practices including decision-making, communication, cultural awareness, and promoting good governance.

Authored by: iClick2Learn Team

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Personal Decision-Making with Ethics

Your decisions can have a big impact on your organisation. That’s why it’s crucial to make ethical choices. Here’s how:

Always consider the potential consequences of your decisions.
Ask yourself: “Is this in line with our organisation’s values?“
If you’re unsure, don’t hesitate to consult with your fellow committee members.

Remember, ethical decision-making isn’t just about following rules – it’s about doing what’s right for your organisation and its stakeholders.

Effective Communication

Great leaders are great communicators. Here are some tips to boost your communication skills:

Be clear and concise in your messages.
Listen actively to others’ ideas and concerns.
Use different communication styles for different situations – sometimes you’ll need to be formal, other times more casual.

Cultural Agility

In today’s diverse world, cultural agility is a must-have leadership skill. Here’s how to develop it:

Be open to different perspectives and ways of doing things.
Take time to learn about the cultural backgrounds of your team members and stakeholders.
Adapt your communication and leadership style when working with people from different cultures.

Promoting Governance Awareness

As an Executive Committee member, it’s your job to champion good governance. Let’s look at how you can do this:

Reporting and Accountability

Transparency is key in not-for-profit organisations. Here’s what you need to do:

Ensure regular, clear reporting on the organisation’s activities and finances.
Hold yourself and others accountable for decisions and actions.
Be prepared to explain and justify decisions to stakeholders.

Providing Feedback

Feedback is crucial for continuous improvement. Here’s how to do it effectively:

Be specific and constructive in your feedback.
Focus on behaviours and outcomes, not personal characteristics.
Encourage a culture where feedback flows in all directions – up, down, and sideways.

Speaking Up and Dealing with Conflict

Sometimes, you’ll need to have difficult conversations. Here’s how to handle them:

Address issues promptly – don’t let them fester.
Use “I“ statements to express your concerns without blaming others.
Focus on finding solutions, not just pointing out problems.

Putting It Into Practice

Now that we’ve covered these key points, let’s think about how you can apply them in your role. Here’s a quick activity:

Think of a recent decision you made as part of the Executive Committee. How did you apply ethical considerations? How did you communicate this decision to others? Were there any cultural factors you needed to consider?

Take a few minutes to jot down your thoughts. This reflection can help you identify areas where you’re doing well and where you might need to improve.

Remember, great leadership and good governance don’t happen overnight. They’re skills you’ll continue to develop throughout your time on the Executive Committee. Keep these points in mind, and don’t be afraid to seek feedback and support from your fellow committee members.

By focusing on ethical decision-making, effective communication, cultural agility, and promoting governance awareness, you’ll be well on your way to making a positive impact in your role.

Knowledge Quiz

Case Study

The Executive Committee of the Nonprofit Community Services Organization (NCSO) faced a big challenge. The organisation had grown fast, adding new programs to help more people in the community. But this growth caused conflicts within the Executive Committee as they tried to handle competing priorities.

Main Issues

Funding: The Finance Committee and Program Development Committee disagreed on where to spend money. The Finance Committee wanted to save funds for the future. The Program Development Committee wanted to use more money now to grow programs and start new ones.
Staffing: The Executive Director wanted to hire more staff, feeling the team was too small to serve everyone well. However, the Human Resources (HR) Committee worried about the cost of hiring more people.
Board Involvement: Some Committee members thought the Board of Directors wasn’t involved enough in decisions. Others felt the Board was too involved and held back the Committee’s ability to make quick decisions.

How the Chairperson Solved These Problems

The Committee Chair, Sarah, took steps to solve these issues:

Open Discussion: Sarah acknowledged the different priorities and encouraged everyone to share their opinions openly, without fear of judgement.
Focus on the Mission: Sarah reminded the Committee to focus on the organisation’s main goal: serving the community. She asked them to think about how each choice would affect their mission.
Get Expert Help: To get a clear, unbiased opinion, Sarah invited a financial advisor and a nonprofit consultant. They gave advice on funding, staffing, and the Board’s role.
Create Clear Decision-Making Rules: Sarah worked with the Committee to set up a system for decision-making. This included defining the roles of the Executive Committee, Finance Committee, and Program Development Committee, and when the Board should be involved.
Encourage Communication: Sarah made sure that there would be regular updates and feedback between the Committee, Board, and staff to keep everyone on the same page.

Results

By working together, the Executive Committee solved their conflicts and created a balanced funding plan. They found a way to grow programs while keeping the organisation’s finances stable. They adjusted staffing levels based on expert advice, and they set clear rules for the Board’s role.

This case shows how important it is to manage conflicts well. The Executive Committee’s approach helped guide the nonprofit through a period of growth and change, making it stronger for the future.