Team Engagement in a Time of Crisis

Doubling down on business as usual is an understandable reaction in a crisis. Some see it as a noble way to weather the storm. The orchestra playing on the Titanic in the midst of chaos is celebrated, even legendary. We are told that leaders should act this way, even when it’s an irrational or excessively risky strategy, because… that’s what …

Reflections of Our CEO: Leadership Lessons from a Global Pandemic

The view to my right, off the starboard side of a BC Ferry is magnificent. The ocean reflects the summer sky and is textured by the warm breeze. The distant mountains on the Sunshine Coast fade into the hazy distance, a towering reminder of the unceasing patience of nature. Despite my surroundings, a knot still sits at my solar plexus—a …

Case Study: Covenant House Vancouver

Covenant House Vancouver uplifts youth in Canada who are facing homelessness by providing both intangible supports of unconditional love and absolute respect, and tangible supports of programs and resources that foster learning, self-improvement and all-round development.  In recent years, the social services sector has weathered an unprecedented housing crisis, a rapidly worsening opioid crisis, and demands on resources from an …

Reflections of Our CEO: Making the Most of The Time We Have

I’ve always shied away from calling myself a philosopher. I feel brash or pretentious using it to describe myself. But recently a friend graciously indulged my inner philosopher, opening in me a new permission to take up that label. And it was just in time, for in this moment of crisis around the world, we will all benefit from thoughtful, wise responses.

In this week’s post, Mike Rowlands shares insights into a ‘juicy, generative conversation’ he had recently with his friend Steve Rio—a conversation you can now hear via Steve’s podcast, NOW with Steve Rio.

Emerge Stronger with Values-Based Leadership

For each of us running organizations, this is a profoundly difficult time. Some of us are lucky to be able to keep working as usual; others have a very different daily rhythm. Others still can’t operate at all, closing their premises and furloughing their staff. If you can’t work in your business, perhaps you can still work on it. From …

What’s Your Three-Week Strategic Plan?

It’s a very risky proposition to stake the future of your organization on a return to “business as usual” by the end of 2020. Most of the assumptions that underpinned three- or five-year strategic plans at the time of their writing have been upended so fast that we’re seeing clients in various stages of crisis planning this week. Pandemics—or any …