Boards in the charity sector are operating in a challenging environment. Covid-19 has created huge need for charitable services, while constraining sources of funding and volunteering support. Governance effectiveness is under scrutiny while many charities are also finding themselves at the brink of viability and are facing truly existential decisions. This autumn, whilst I was working for the decision-science consultancy Leapwise, we partnered with New Philanthropy Capital on a pro bono project to support the sector. We interviewed CEOs and Chairs of UK charities as well as board advisory experts, collected new data from trustees, and integrated their best-practice insights with our knowledge on decision-science. The result is a a report on how boards can equip themselves for a challenging period of decision-making. Staying true to the saying “Never waste a crisis!”, we believe that the disruption caused by the Covid-19 pandemic is presenting boards with an opportunity to assess the effectiveness of their meetings and to revisit their decision-making processes.
What is it about diversity that improves decision-making and performance, and how can leaders harness diversity in their organisations? That is the question Tom Gash, CEO of the decision-making consultancy Leapwise, and I recently grappled with in a blog that was published in Public Finance, the magazine of the Chartered Institute of Public Finance & Accountancy. This is an extract; you can read the whole piece on the Public Finance website and find all the associated academic references on the Leapwise website.