To misquote Lady B, "to lose one chief executive may be seen to be unfortunate, but to lose two might be seen as careless"
In most organisations people tend to copy the behaviour of the chief executive, since that person has clearly demonstrated their ability to get to the top of that particular tree so perhaps it's not surprising that we get the banksters we deserve. However in the voluntary sector where chief executives are expected to demonstrate the passion, commitment and dedication shown by the volunteers it is sad when their tenure is, to say the least brief.
What will the staff, volunteers and members make of the early departure of Amanda McLean from the Institute of Fundraising after only six months in post. Paul Amadi, then Chair of the Institute said in September: ''We believe that Amanda is the right person to provide leadership and direction to the Institute and its membership." So what changed so quickly?
With the Institute also in the middle of trying to recruit a new chair it does seem that acting chair Alan Gosschalk and interim CEO Bruce Leeke have got their hands over full.
Meanwhile, consultations for the Giving Green Paper have only just finished and the Government has said it'll issue a white paper in weeks. The budget announcements next week may have profound implications for the future of gift aid. The central and local authority cuts are having a devestating effect on community organisations and local charities.
Forget strategy for the moment. Any suggestions for an effective tactical response and coherent campaign to keep pressure on the Government?
Why is the job 'overwhelming'? Much of the Institute's workload is self imposed. It needs to learn to work within its own capacity.
ReplyDeleteAbsolutely! A good Work Life balance is about finding the mix that works for you so after four months it couldn't be done?
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