InterAction NGO Futures Digest: July 13, 2022
InterAction’s NGO Futures initiative accelerates NGOs’ ability to adapt, evolve, and affect sustainable change through offerings, including Futures Digest. Nominate content to NGO Futures program director Deborah Willig. Collaboration encouraged.
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As the compounding impacts of the war in Ukraine and climate change wreak havoc on global food systems, Administrator Power emphasized the significant long-term impacts of the crisis, calling it a “once-in-a-century” moment.
The World Economic Forum expert-led Global Futures Councils, comprised of nearly 1,000 experts, identified five trends around which to build a positive and inspiring agenda for the future. #1? Mental wealth – including digital mental health solutions access for difficult-to-access populations and geographies.
Requests for proposals (RFPs) reinforce power asymmetries. High-level positions often respond without community and frontline input and typically have rigid structures. Alternatively, imagine community co-creation, with a focus on challenges and opportunities—without setting constraints of particular solutions and deliverables. Read on for a vision on reforming RFPs.
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Civil society organizations’ (CSO) cybersecurity plans are often insufficient—making CSOs an easy target for cybercriminals. The International Civil Society Centre, CyberPeace Institute, and Solidarity Action Network recognized CSO’s challenge of tight budgets and lack of cyber expertise and developed this CSO cybersecurity guidance.
InterAction is excited to announce our newly elected Board leadership—Board Chair, Abby Maxman, President and CEO of Oxfam America, and Vice-Chair, Janti Soeripto, President and CEO of Save the Children. We also welcome three new Board Members— Sasha Fisher, Executive Director & Co-Founder of Spark Microgrants; Isam Ghanim, President & CEO of ChildFund International; and Marcie Roth, Executive Director & CEO of the World Institute on Disability (WID). We want to extend our gratitude to outgoing Board Chair Carrie Hessler-Radelet, as well as outgoing board members Amy Coughenour Betancourt, Anne Goddard, Job Heintz, and Mohamed Idris. Board support plays a vital role in InterAction helping our community to evolve.
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Most existing strategy frameworks were developed for a more stable time and don’t work well in dynamic and fast-moving conditions. Here are four tips on how to build a new framework to guide organizations through uncertainty.
- Reframe uncertainty from a perspective of loss to a focus on new possibilities.
- Break the uncertainty down into small steps and then apply flexible thinking.
- Strengthen resilience through knowing yourself and your organization.
- Practice robust mental and emotional hygiene in the face of disappointment and change.
The past two years have not been easy. Here are three strategies for leading through difficult times.
- Keep your ego in check to minimize confirmation bias, to allow yourself to be wrong, and to make mistakes.
- Choose courage–even while embracing certainty and safety may feel more comfortable.
- Be transparent rather than holding back information out of concern for how it will be received.
Burnout is widespread, with one in four employees worldwide experiencing symptoms. Though tempting to focus on individual employee symptoms, take a systemic approach and address root causes. The McKinsey Health Institute suggests rethinking work in eight areas, including:
- Address toxic behavior, the biggest predictor of employee burnout symptoms and intent to leave.
- Treat wellbeing as a strategic priority.
- Promote sustainable work.
- Hold leaders accountable.
- Ensure resources serve employee needs.
Find out more: Address burnout root causes with a systems approach.
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