The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014. This presentation was chaired by Martin Farrell (ACEVO) and Richard Chapman (ACEVO). Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference Find out more about the work NCVO does around funding: http://www.ncvo.org.uk/practical-support/funding

1. Workshops
AM8: Surviving and thriving at the top:
current challenges for CEOs
Martin Farrell, ACEVO
Richard Chapman, Consultant, ACEVO

2. Surviving and thriving
• … staying sane and thriving … common
leadership issues … good leadership matters…
board that understands its role … practical
workshop … chief executive, chair and board
relationships …

3. Surviving and thriving
• … staying sane and thriving … common
leadership issues … good leadership matters…
board that understands its role … practical
workshop … chief executive, chair and board
relationships …
• … prevent a breakdown in relationships … lead
when a crisis occurs ... leadership qualities
…don’t waste a good crisis

4. Surviving and thriving
• … staying sane and thriving … common
leadership issues … good leadership matters…
board that understands its role … practical
workshop … chief executive, chair and board
relationships …
• … prevent a breakdown in relationships … lead
when a crisis occurs ... leadership qualities
…don’t waste a good crisis
• … your mission not only survives but thrives.

5. By the end of this session …
• What you could and will do to prevent a
breakdown in your chief executive, chair,
board and other significant relationships
• How you can lead to prevent a crisis and lead
if you’re in one

6. By the end of this session …
• What you could and will do to prevent a
breakdown in your chief executive, chair,
board and other significant relationships
• How you can lead to prevent a crisis and lead
if you’re in one

7. Surviving and thriving
Arriving
1 Some assumptions
2 My significant professional relationships
3 What have CEOs in crisis said?
4 What could I do to prevent a breakdown in
my significant professional relationships?
5 Before and during crisis leadership qualities
6 What will I do
Leaving

8. The times …
they are a changin’

9. The times …
they are a changin’
So get used to it

15. Suffering and struggle …
• … is part of the human condition
• … comes from what has happened before
• … can be changed …
• … by how we respond to it

16. A few words …
• .. to describe your relationship with your
(professional) significant others
• Pairs
 with your real significant others if they’re here
and you both feel safe and OK to do so
 Or someone who you do not know but think
you would be happy to work with

18. What your fellow CEOs have said
 Support of understanding close
friends/partner
 Meditation, practicing Yogic principles
 Have diverse interests and other things to
focus on.
 Pets …

19. What your fellow CEOs have said
 Know your truth, know what actually happened,
what you did and didn't do
 Invite honest comment from others about what
happened and your part in it
 See what's happening now in context of what has
gone before.
 Recover in the way you want for as long as you
need
 When you've recovered enough, do something.
Take action.

20. What your fellow CEOs have said
 Give to other people for free
 Know it can happen to you
 Drink less caffeine
 Go for a run and take exercise you can enjoy
at least bit (fresh air’s good for you)

21. What your fellow CEOs have said
 Locate and use factual information and get practical
support - is critical to surviving
 So getting some 'on tap' emotional support - vital
 Find opportunities to support others - a healing activity do
some good, personal growth could come out of an awful
experience.
 Working out what nourishes you and giving some time to
that
 Be kind to yourself (so easy to blame yourself but
remember that the roots of relationship breakdown are
rarely one-sided
 Thing what you would do and say to help a good friend in
that situation, and apply it to yourself

22. What your fellow CEOs have said
 Think about how committed you are to the
cause (have you put your heart and soul into it as founder
or is it a job you feel good about but know you could feel
good about other jobs too)
 Know that one day you will look back … and
see it as a time in your life

26. Think about words and actions
such as
If it difficult- choose talking not email
Don’t ‘reply all’ to painful mail .. start new
Honour the past
Hold and state the vision
Have integrity – be consistent
Say only what you know to be true and believe
will be helpful
Be consistently respectful

27. Intention … words .. actions
They’re all yours … you choose

28. Intention … words .. actions
They’re all yours … you choose
• What habitual way of
responding could you
change …
• To (further?) improve your
relationship with your
significant professional others

29. Intention … words .. actions
They’re all yours … you choose
• What habitual way of
responding could you
change …
• To (further?) improve your
relationship with your
significant professional others

30. What could you do …
 to prevent a breakdown in your significant
professional relationships and getting into an
internally generated preventable crisis?

31. Some leadership qualities and
practices
that may help to avoid a crisis
and be of help during a crisis
Which are the ones
which take you into
your learning zone?

32. What will you do …
 to prevent a breakdown in your significant
professional relationships and getting into an
internally generated preventable crisis?
 to prepare yourself to lead out of in a
externally generated crisis

33. Building National Resilience to
Global Risks
World Economic Forum report 2013
• Systemic shocks … catastrophic events …
increasingly interdependent and
hyperconnected world … ripple effect on
others.
• Ability to withstand, adapt and recover
from shocks is becoming more critical.
• Global risks ... no country alone can
prevent their occurrence.

34. Risks
• Preventable risks, such as breakdowns in
processes and human error
• Strategic risks, which are undertaken
voluntarily after weighing them against the
potential rewards
• External risks, which are beyond one’s
capacity to influence or control

35. Resilience - World Economic Forum
Robustness, Redundancy and
Resourcefulness
design into the system … build inherent
resilience capabilities
+
Response and Recovery

36. http://reports.weforum.org/global-
risks-2013
… special report on national resilience
www.get2thepoint.org/g2p/services-
coaching-through-crisis.php

37. Is there a next action?
(Tell someone …)

38. Good luck!
solutions@acevo.org.uk

39. Evolve 2014