The Village News
Extra, extra read all about it…
Extra, extra read all about it…
Outside it’s a crisp and foggy Autumn morning, but here inside the Midnightsky studio it’s warm and inviting. In the middle of the room there is a long, wooden table offering almond croissants, hot chocolates and cups of tea.
I’ve been invited to sit down with Tracey O’Neill, Board member at the Australasian Association for Managers of Volunteers (AAMoV) and Luke Hockley, Director of Midnightsky.
We’re going to hear the story of how AAMoV created itself a better chance of a successful future. And we’re going to hear how Midnightsky worked with AAMoV to help them find the clarity to take that opportunity.
But wait, I’m getting ahead of myself. Let me start by explaining who is AAMoV and what they do.
AAMoV is the independent voice of volunteer leaders. Over the last 20 years AAMoV has grown into an Australasian network and is run entirelyby professional and passionate volunteers. Thenot-for-profitorganisation works across the community, in different sectors and organisations.
There are many thousands of volunteers in our communities. Each volunteer needs a manager to make sure that they have the support they need to be effective, safe and relevant. And in turn, each manager needs support to do their job well. As Tracey says, “If you want impact for volunteering, if you want your organisation to be safe and if you want your volunteers to be engaged, then you need someone with a high level of skills. And they need the resources.”
The volunteer sector has many managers who are ready to be challenged and learn some advanced leadership skills like, Strategic Planning, engaging with Executives and Board, and how to influence organisations. AAMoV provides professional development and also advocates for the appropriate resourcing of volunteer leaders.
So that’s what AAMoV does and why they do it.
Naming the sticking point
But before we go any further, consider this; some managers of volunteers are paid and some are unpaid. This means that the unpaid managers are volunteers themselves. Essentially, they are volunteer volunteer managers.
And across Australasia there are state peak bodies for volunteers and national peak bodies, whose mandates are to support volunteering and the outcomes for the community. That includes supporting the volunteer and paidvolunteer managers. However, AAMoV is the only peak body whose sole focus is to support volunteer managers.
AAMoV doesn’t want to duplicate, or compete with, the important work of the peak bodies. But AAMoV does recognise that there are some fundamental differences between their core purposes. It is this key difference that allows AAMoV to work directly with paid volunteer managers to make sure they receive the professional development and support that they need, and also work in partnership with the peak bodies who are developing the skills of unpaid volunteer managers.
But flashback to several months ago and the Board of AAMoV had not yet gained this clarity. They were getting stuck on a hard question; why should AAMoV exist? And that’s the key challenge that brought AAMoV to Midnightsky.
As Luke says to Tracey, “If I go back to the moment when you first spoke to me what I got was, ‘We know there’s a need for something in this sector but we’re not clear what part of that need we can fulfill, and how we can do it as a volunteer organisation without burning ourselves out or duplicating others.’ I could sense confusion and frustration that you were not quite getting there.”
Tracey agrees, “Either we could continue the way we’re going, or we would cease to exist because we were just not achieving anything. We’d already lost members because we weren’t giving them a clear message. The more the Board talked about it, the more we realised that we didn’t have any clarity around who we were. The Board agreed that a workshop sounded like a great idea.”
The good work started even before they got to the workshop. Luke shares one of his facilitation secrets. He says, “In this pre-workshop conversation, I’m asking, ‘what does this group need to get them where I want them by the time we meet?’ I get them to a point where they have processed enough information, and given me what I need, to get the most value on the day. Facilitation is what happens in the room, but facilitation is also what you set up everyone for success – including me! I also gave the Board a clear framework for where strategic goals, objectives and outcomes fit, which is separate to a workplan where all the activities fit.”
Tracey says, “Doing that piece of work in planning, that’s when we started getting excited. As a Board, we were defining who we were and who we wanted to be.”
Unsticking the sticking point
Through facilitated conversation, the workshop resolved the difficult but fundamental questions. There was a pivotal moment when Luke asked the group, do you need to represent the whole of the sector, or do you need to represent paid volunteer managers and leave the unpaid managers to someone else?
Tracey remembers, “It was the one point where we realised we could make a decision without all agreeing. We needed to detach our personal feelings to make the best decision for the sustainability of the organisation. Suddenly things felt achievable. Suddenly it felt like we can do this. And it gave us a pathway to create good relationships with the peak bodies.”
Luke agrees, “The Board was able to see that you were not going to desert that group of people, the unpaid volunteer managers. People were able to see that the decision to partner with other organisations was like an open door, not a closed door. That’s when people realised that you can have everything, you just don’t have to be responsible for everything.
The organisation’s new Vision was created, ‘The power of volunteering creates a just society’. And its Role is, ‘To unleash the power of volunteering by ensuring professional leaders of volunteers thrive.’
Tracey says, “We’re so passionate about our sector and what we contribute to the successful outcomes of volunteers. That whole wording of ‘unleashing the power’ really spoke to us.”
Creating a clear path
And it sounds like that passion and energy has already had an impact in the months since the workshop.
Tracey says, “We have now created our Objectives. We’ve developed really clear Board membership position descriptions and committees that those positions lead. We’ve articulated who is responsible for particular objectives in our Strategic Plan and how we report back to the Board. That’s made it really fantastic for us because it has shared the workload between the Board members. And it’s made it easy for us to make decisions on things that would have been difficult in the past.”
Now, it would be great to give you a fairy tale ending. It would be great to tell you that AAMoV has achieved everything in its Strategic Plan, that it has built deep and fruitful relationships with all the peak bodies, and that everyone is living happily ever after. But change and growth takes time and care. Happily, AAMoV are off to a good start.
As Tracey says, “It still feels really daunting. But we’re really excited. This process has enabled us to be really targeted about what we do. Before it felt like we were all just going to throw our hands up in the air and say it’s too hard. Now it doesn’t feel like giving up, it feels like giving it a go. We’ve got to do things differently and we’ve got to find ways to engage people. We’ve got to give it a red, hot go. We owe it to our members.”
As Tracey, Luke and I finish up our hot drinks and head out into the day we find that the morning fog has lifted and suddenly the skies are bright blue again. It certainly feels like a good day to give it a red, hot go. Particularly when you are helping to create smart, professional and thriving leaders in a caring, volunteering world.
by Cressida Bradley
No matter what your role, no matter which organisation, every time you give a presentation you are a leader. And every time you lead through a presentation, you have the opportunity to create improvements that will benefit your colleagues and your key stakeholders, while contributing to your vision.
Health services in particular need to navigate change wisely, making sure that information, systems and processes continue to support staff and ultimately lead to the best care for patients. And collaboration needs clear communication to create successful engagement and good change.
That’s why the Organisational Development department at Alfred Health develops staff leadership skills. Alfred Health’s programs help staff build self-awareness and the ability to look beyond the everyday to envision the future and adapt to the organisation’s changing needs.
Alfred Health knows that developing staff’s presentation skills is a valuable investment. Education and Development Lead, Therese Christofas, says, “staff were reaching out to learn how to present in a way that is memorable so that people share the information and bring others on board.”
Alfred Health has engaged Luke Hockley several times to deliver a 75 minute interactive workshop to staff from across the organisation. The workshops teach people how to build a powerful presentation. The workshops provide a framework that anyone can use to prepare, build and present a clear story with a strong message.
Therese says that Luke, “puts participants at ease in a fun, warm and generous way that gives staff an alternative way of presenting.” Luke uses his own presentation of the workshop to reveal the construction of a good presentation. And participants are provided with information cards to help them reflect on and apply their new knowledge.
Since the workshops, Therese has noticed that staff members are more confident when they are presenting. This means that the information now flows better, which makes it easier for the audience to hear the message and know how to act.
In the end, informing and inspiring others to create improvements is the mark of a good presentation. And change for the good helps everyone feel better.
by Cressida Bradley
The Consumer Policy and Research Centre (CPRC) recently achieved the strategic equivalent of the triple somersault, half twist in a pike position off the 10 metre diving board with a 9.0 difficulty rating; it found clarity and purpose in a new strategic direction, expanded the trust and support of its main funder, and continued to kick perfect goals while the posts were moving. Sorry, mixing my sports metaphors there.
Oh, and did I mention that they were also recruiting for a new CEO throughout the strategic planning process? So CPRC had the additional challenge of creating a Strategic Plan that should provide enough direction to keep the organisation moving and enough certainty to guarantee funding. And the plan should also allow any new visionary CEO to take ownership of the plan and make key decisions or reasonable changes. That has just increased the strategic difficulty rating to a 9.9. So how did they do it?
A key decision that led to their success was to develop a Strategic Plan that spanned three years, but included a review after the first year. This would allow the new CEO to make reasonable changes and learn from the organisation’s experiences.
CPRC is a Victorian Government funded broad-based research centre that helps to drive policy development and better protect consumers. Until recently, the CPRC was known as the Consumer Utility Advocacy Centre (CUAC). Apart from a name change, the recent transformation also expanded the organisation’s purpose and scope of activity from being an advocacy body to take on a research role and the responsibility to deal with broader ranging consumer issues across all sectors.
The Board and staff went through a process with Midnightsky that guided the organisation to a confident, shared understanding and clarity that could be communicated with key funders, new leadership and all staff.
Acting CEO, Petrina says that the resulting Strategic Plan, “gave us the basis to show the government where we were going, which aligned with what they were thinking too.”
Midnightsky helped the organisation navigate the significant change by asking it to reconsider some fundamental strategic questions: what is its purpose, what is it going to do to achieve that purpose, how is it going to behave along the way, and how will it know when its achieved success?
In other words, the organisation re-articulated its Vision, Role, Values and Goals. These are key aspects required to inspire and focus any organisation and its stakeholders, including staff and funders.
Since the development of the Strategic Plan, the new CEO, Lauren Solomon, has built the research agenda for the organisation. This research agenda has become part of the whole Strategic Plan and contributes to the organisation’s vision.
The clear and direct language of the new Strategic Plan continues to emerge in reports and other communication tools as the organisation’s strategy is embodied by the CPRC team and implemented through their activities.
What do you do when you have the passion and potential to change the world, but don’t know how to start? Maybe you have expert knowledge and a vision for a better future, but you can’t do it alone. So how do you get others to help make it happen? Do you have superhuman skills to achieve all that?
Each year the Future Makers Fellowship welcomes change makers, political influencers, digital storytellers, social entrepreneurs and, in their words, “f**k givers” who are asking themselves exactly those questions.
Recently I spoke to the Facilitator of the Melbourne Future Makers program, Matt Wicking, about how their program is nurturing leaders who can tell clear, compelling and informed stories that inspire their audiences to think and act.
Matt says, “The Future Makers Fellowship has been running for 12 years. It’s a life-changing personal and professional development program that builds skills, confidence and communities.” Matt adds, “We want to inspire our participants to embody their role as resilient and positive change-makers.”
Every graduate goes on to lead in their own way and supports each other as they create change.
For example, there is Cameron Elliott, who is creating meaningful community with The Weekly Service, and Sally Hill who is designing and delivering purpose-driven events with Wildwon, and Ellen Sandell who is the State MP (Greens) for Melbourne, and Eyal Halamish who is giving the people more voice in our democracy with Our Say, and Katerina Kimmorley who is bringing power and light to India with Pollinate Energy.
And for every alumnus who is running a new enterprise, or holding down a high-powered visible role like those above, there are many more who are having an impact within community groups and corporates, not-for-profits and other organisations.
Matt explains that a significant part of the fellowship program is a week-long retreat for both the Sydney and Melbourne fellows to focus on their Media, Communication and Storytelling skills. Matt and his team have carefully assembled a welcoming space where participants feel challenged, supported and energised.
For the last five years, Luke Hockley from Midnightsky has joined the retreat, working in groups and with individuals to help the fellows find their purpose, realise the power of storytelling, and become an authentic communicator.
Luke uses his creative and communication experience, as well as knowledge on how to think and move in cooperation with our design in order to perform at our best. Matt observes that Luke, “gently shapes and shifts participants out of where they are, so that they can take risks in a safe and skilful way”.
Matt says that Luke’s workshops help the participants “see their passion more clearly and get out of the messy drama and noise that we all experience”. By finding clarity in the complex, the Future Makers fellows develop life-long skills to make better decisions, spread ideas, and have a lasting impact on the world.
Now that sounds like everyday superpowers I reckon we could all learn.
Applications to the Future Makers Fellowship close on November 18th
By Cressida Bradley
A couple of days after coming along to our monthly workshop ‘Learning How to Learn’ one of the participants, Nathan, sent me the following email. I think it captures beautifully the spirit of the session and what I had hoped people would walk away with so I thought (with his permission of course) that I would share it…
The learning to learn workshop has stayed with me. I have been actively doing things wrong in order to gain more insights into what I am doing. For example, I went on a 60km hike over the weekend. I focused on balancing my head on my neck on my body. At the end of the hike, I started getting all sorts of new soreness due to walking with new form. Instead of getting frustrated with my aches, I let myself walk with poor form to see what I was doing. Then, I would modify, such as pushing off with my calves instead of my knees/quads. I spent most of the hike focusing on my form, which is pretty cool. At the same time, when I get tired of focusing on form, I let myself slack – another thing I learned from the session. I have a choice!
So that’s what Nathan thought…if you would like to check it out you can find the next workshop dates etc here
Artist, advisor, coach.
I find the real problem, make the difficult easy
and tell a great story.