Avsnitt
-
Summary
In this final episode of NGO Soul + Strategy, Tosca Bruno-van Vijfeijken sits down with Amitabh Behar, Executive Director of Oxfam International—one of the most recognized and influential global NGOs. Together, they explore what it means to lead transformative change inside a large, complex confederation while navigating a shifting political, economic, and cultural landscape.
Their conversation spans Oxfam’s ongoing change journey, its efforts to become a truly global organization rooted in legitimacy and equity, and the leadership lessons Amitabh has learned along the way. This episode is a fitting finale to the podcast—bringing together the themes of leadership, legitimacy, and adaptation that have defined Tosca’s work and this show.
Amitabh Bio
Executive Director of Oxfam InternationalFormer CEO of Oxfam IndiaFormer Executive Director of the National Foundation for IndiaFormer Executive Director of the National Center for Advocacy StudiesWe Discuss
Oxfam’s decades-long transformation journey and its confederated model of global affiliatesThe rewards and tradeoffs of shifting decision-making power to the Global SouthThe political dimensions of leading large-scale organizational changeBalancing legitimacy, agility, and complexity in global NGOsThe use (and risks) of academic or ideological language in public communicationThe critical question: should global NGOs narrow their roles for sharper impact?Amitabh’s reflections on AI, digital rights, and Oxfam’s 2030 strategyLeadership lessons for navigating power, resistance, and renewalQuotes
“The world still needs Oxfam—with its courage to question power, and its willingness to transform itself.”
“Leadership is not just about holding power; it’s about sharing it, even when it feels uncomfortable.”Resources
Amitabh's LinkedIn Page
-
Summary
In this episode, I am joined by Doug Trout, CEO of DRi Waterstone Human Capital, to explore how nonprofit organizations can better invest in, manage, and retain their people. From executive recruitment to culture-building and burnout, this conversation takes a deep dive into what it really takes to thrive in today’s complex nonprofit landscape.Bio
CEO of DRi Waterstone Human Capital, a firm serving nonprofits with leadership development, talent recruitment as well as executive search DRi Waterstone offers this valuable service to nonprofits, associations, foundations and social impact orgs in US Before his leadership position in Dri Waterstone, Dough worked at the Montpelier Foundation and at the University of Virginia as an administrator, among others.We Discuss
Why "time and talent" are the sector’s most valuable—and most constrained—strategic assetsThe disconnect between what nonprofits say about valuing their people and what they actually invest inHow burnout, moral injury, and emotional fatigue are reshaping talent practicesWhat skills today’s leadership teams need to build truly inclusive and agile culturesWhat nonprofit boards are getting right—and wrong—about talent investmentBest practices for working with executive search firms and how to make the most of that investmentQuotes
“We talk about valuing people, but how often do we fund what we say we value?”
“If talent is a strategic asset, we need to start treating it like one—from the board level down.”Resources
Doug Trout on LinkedIn
DRi Waterstone Human Capital
-
Saknas det avsnitt?
-
Summary
Innovation is often treated as a buzzword—but few nonprofit leaders take a hard look at the cultural, structural, and leadership obstacles that keep it from taking root. In this episode, Tosca talks with Carlos Simon, an innovation strategist and longtime leader at World Vision, about what it really takes to build innovation-ready organizations. From internal mindsets to outdated processes, they explore what’s getting in the way—and what to do about it.
Guest Bio:
CEO of World Vision Costa Rica and iSmart360Director of Data Science and former Regional Director of BD & Marketing at World VisionInnovation strategist with 25+ years at World Vision International (WVI)Author of a forthcoming framework on the 7 stages of organizational innovation maturityWe Discuss:
Why innovation is not the same as continuous improvement—and why that mattersThe cultural and structural obstacles that slow down innovation in large NGOsHow Carlos developed a framework that identifies 7 distinct organizational "zones" of innovation capacityThe importance of removing outdated processes to truly make space for new ideasWhy leaders must address internal “friction” as much as they focus on promoting new ideasHow senior leadership mindsets—like overconfidence or premature solution bias—can block innovationThe role of flat structures, strategic alignment, and client focus in driving real innovationQuotes
“You cannot have a disruptive vision and then treat it as a continuous improvement plan.”
“Innovation doesn’t fail because of a lack of ideas—it fails because of internal resistance.”Resources
Organizational innovation index with exponential factor
-
Summary:
What does it really mean to lead through a feminist lens? In this episode of NGO Soul + Strategy, I sit down with Jayanta Bora, a seasoned People & Culture expert who has helped shape leadership practices across major NGOs. Drawing from his own matrilinear upbringing and decades of experience, Jayanta explores feminist leadership not as a gendered concept but as a deliberate, power-aware leadership practice rooted in justice and equity.
Jayanta's Bio:
Over 30 years of experience in People & Culture, OD, OB, and HR in the nonprofit sector.Former Executive Director of Human Resources at Plan International.Visiting faculty at NMIMS Global Access School and Tezpur University.Leadership roles at Oxfam, ChildFund, and other global organizations.We Discuss:
What feminist leadership is—and what it is not.The origins of Jayanta’s interest in feminist leadership, rooted in a matrilinear culture.Why feminist leadership is not about gender, but about power analysis.The seven behavioral competencies of feminist leadership:Self-awareness and reflectionSelf-care and caring for othersInclusion and dismantling biasAccountable collaborationSharing power and transparent decision makingRespectful feedback and conflict resolutionCourage and zero tolerance for discriminationThe need for more longitudinal research on feminist leadership effectiveness.How feminist leadership differs from traditional or transformational leadership styles.Quotes:
“If you practice feminist leadership, you have no need for DEI policies, since intersectionality of identities is baked in.”
“I am a male feminist.”Resources:
Jayanta's LinkedIn profileLet’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
In this episode, I speak with Andrew Henck, a scholar-practitioner whose recent PhD research offers a nuanced take on organizational culture in humanitarian NGOs. Together, we explore how culture goes far beyond shared values—it is a lens through which organizations make sense of their reality. They also examine what this means for safeguarding, accountability, and leadership in NGOs, especially amid increasing scrutiny and systemic change.
Guest’s Bio
Lecturer at Glasgow Caledonian UniversityPhD in Leadership Studies, University of San DiegoFormer People & Culture leader with World Vision in Papua New GuineaCoach, consultant, and certified LEGO® SERIOUS PLAY® facilitatorWe Discuss
What the Competing Values Framework reveals about NGO cultureAndrew’s four-phase model of cultural consciousnessWhy safeguarding policies fall short without deeper cultural insightThe difference between “organizations having culture” and “organizations being culture”How to apply a developmental view of culture to real-world leadership challengesWhy boards and regulators often miss key dynamics in NGO cultureQuotes
“Culture is not just about values. It’s how people make sense of reality.”
“Organizations are not just entities with cultures—they are cultures.”Resources
Andrew's LinkedIn PageEnjoy my essay related to todays topic: Can Organizational Culture Help Explain Recent INGO Scandals?Let’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
What happens when your nonprofit receives a transformational gift—seemingly out of the blue? In this episode, change management expert Michael Randel joins Tosca Bruno-van Vijfeijken to explore what nonprofits can learn from the MacKenzie Scott giving wave. Together, they discuss how to prepare for sudden funding growth, what risks to avoid, and how to communicate wisely during a time of high visibility and high stakes.
Founder and Principal of Randel Consulting AssociatesLong-standing consultant in nonprofit change management and scalingResearcher on philanthropic giving and leadership dynamicsRegular advisor to mission-driven organizations facing major transitions
Guest Bio
Michael’s research into nonprofits that received large-scale gifts from MacKenzie ScottWhy divisiveness after a big gift was less common than expectedHow to manage sudden scaling and increase organizational readinessThe value of a “quiet phase” in your communication strategyHow to plan for the eventual “financial cliff” once funding is spentWhy this moment calls for both bold leadership and intentional restraint
We Discuss:
Michael Randel's LinkedIn pageRandel Consulting Associates LinkedIn pageRandel Consulting AssociatesGet insider tips to overcome the 5 most common problems facing leaders during change - download hereMackenzie Scott has donated part of her fortune to over 2,000 organizations doing amazing work. What are they doing with all this newfound money? - download here
Quotes:
“One day, 10 million dollar suddenly landed in our bank account.”
“Should we be careful what we wished for?”
Resources:Let’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
Show Notes
Summary
Land rights are at the heart of building a sustainable and equitable future. Yet securing these rights—especially for marginalized communities—remains a profound global challenge.
In this episode of NGO Soul + Strategy, I sit down with Amy Coughenour Betancourt, President and CEO of Cadasta, a global social innovation organization dedicated to advancing affordable, accessible land rights documentation.
Drawing on her leadership at the intersection of technology, social innovation, and global nonprofit management, Amy and I explore the unique opportunities and challenges Cadasta faces as a technology-forward organization working closely with Indigenous Peoples, local communities, and governments.
We also address a timely leadership question: how nonprofits can respond to increasingly challenging funding landscapes while staying aligned with mission and values.
Guest's Bio
President and CEO of Cadasta, a leading social innovation organizationGlobal Advisor, How Women LeadAdvisory Board Member, Geospatial WorldBoard Member, InterActionFormer COO, National Cooperative Business Association (NCBA CLUSA), InternationalFormer Deputy Executive Director, Pan American Development FoundationWe Discuss
What the integration of technology unlocks for advancing land rights—and the risks and limitations it bringsHow Cadasta approaches its role as an ally-organization to Indigenous Peoples and locally-led land tenure groupsThe leadership challenge of navigating downward trends in nonprofit funding across Europe and the USHow leaders can respond strategically to funding shifts while identifying new opportunities for mission-driven impactWhat it means to balance innovation with the grounded realities of community-driven changeLessons from Cadasta's hybrid model as both a technology provider and a global NGOQuotes
“We need to be technology-forward but always community-centered.”
"Responding to a changing funding landscape requires not just resilience—but also creativity and adaptability.”
Resources
Cadasta.orgCadasta LinkedIn PageCadasta on BlueSkyCadasta Facebook PageAmy Coughenour Betancourt Linked In PageLet’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
Summary
The International Tunnelling Association (ITA) plays a critical role in global infrastructure, ensuring clean water, sewage systems, and transport for millions while contributing to the UN Sustainable Development Goals (SDGs). But behind the technical achievements lies a deeper challenge—modernizing an industry traditionally dominated by European, American, and Australian professionals.
In this episode of NGO Soul + Strategy, I sit down with Arnold Dix, President of ITA, to discuss his iconoclastic leadership approach in making tunneling a more diverse and inclusive profession. Arnold has actively pushed for greater representation of women, people of color, and young engineers, challenging traditional power structures and advocating for regional voices.
As a leader in a global membership-based professional association, Arnold cannot mandate change—he must influence, persuade, and lead by example. What does it take to challenge entrenched norms, navigate resistance, and truly drive transformation? Listen in to find out.
Arnold's Bio
President of the International Tunnelling Association (ITA), leading efforts to modernize and diversify the professionLawyer, engineer, and scientist, bringing a multidisciplinary perspective to underground infrastructure developmentChampion for diversity in engineering, working to increase representation of women, young engineers, and professionals from non-Western regionsGlobal infrastructure expert, contributing to sustainable underground solutions worldwideWe Discuss
Reforming a global professional association: How Arnold has worked to decentralize power and amplify regional voicesBreaking industry norms: Making tunneling less exclusive and more diverse, bringing in women, younger professionals, and engineers of colorLeading without authority: The challenge of influencing rather than mandating change in a global membership-based associationManaging resistance: How traditional power centers within the industry have responded to his leadership and reformsLessons in delegation: What Arnold would do differently if he could start againThe bigger picture: How underground infrastructure development supports global dignity and the UN SDGsQuotes
“I am a change man.”
Resources
ITA-AITES
Arnold's Book
Connect with Arnold Dix on LinkedIn
Follow Arnold on Facbook
'International man of mystery’ who saved men from Indian tunnel collapse | Australian Story
Let’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
Summary
What does it take to lead an organization through a responsible and strategic closure? In this episode, I speak with Amy Miller-Taylor, former Executive Director of Global Integrity, about her experience navigating the complex decision to wind down an organization while ensuring its legacy, people, and resources were safeguarded. We explore the financial and strategic challenges that led to this decision, the leadership lessons Amy learned, and how organizations can approach closure as an intentional and thoughtful process rather than a last resort.
Amy's Bio
Former Executive Director of Global Integrity, an organization focused on open governance and anti-corruption.Deputy Chief of Party, Powered by the People, PartnersGlobalAdvocate for responsible leadership transitions and sustainable organizational change.Experienced in global development, governance, and nonprofit management.We Discuss:
Facing financial realities early on: How Amy quickly recognized the urgent need for a new business model upon stepping into leadership.The role of transparency in leadership: Why erring on the side of over-communication helped maintain trust and morale among staff.Navigating financial and grant structures: The complexities of nonprofit funding and how the fine print of grants can influence an organization’s survival.Seeking external counsel: How a small group of peer advisors helped Amy evaluate alternative business models and ensure the decision to close was strategic, not reactive.Ensuring an ethical and responsible wind-down: The steps Global Integrity took to transition programs, preserve resources, and document key learnings for the sector.Supporting staff during closure: The importance of providing job placement support and ensuring employees had access to career transition resources.The administrative side of closure: Legal, financial, and operational considerations when dissolving a nonprofit.Shifting power in practice: How Global Integrity’s approach of handing over program leadership to local partners in prior years eased the transition.The emotional weight of closing an organization: Amy’s reflections on the psychological toll and how she found meaning in the process.Why ending well allows for new beginnings: The importance of reframing closure as part of an organization’s legacy rather than a failure.Quotes:
“Closing well was more important than a last-ditch effort to make it work.”“Our efforts toward a responsible wind-down, shifting power, and advancing Global Integrity’s mission could have been more impactful if we had embraced the idea of a strategic ending earlier.”Resources:
Read Amy’s reflections on some aspects of Global Integrity’s endingLet’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
Western coaching models weren’t built for African leaders.
So Nankhonde Kasonde, a Zambian international development as well as a leadership development specialist and certified coach, created something that was.
Nankhonde's Bio:
Nankhonde Kasonde is a Zambian international development specialist, certified leadership coach, and the founder of Zanga, an African leadership assessment and HR analytics company.
As a leadership coach, Nankhonde recognized that African leaders need a coaching framework rooted in African national, regional, and continental values—rather than Western models that do not align with the cultural realities of high-context societies like Zambia.
In high-context cultures, such as those in parts of Africa, China, and Japan, communication is often layered and indirect, relying on shared understanding, relationships, and cultural norms. This contrasts with low-context cultures, where communication tends to be more explicit and direct, as seen in Germany, the Netherlands, and the United States (for example). Recognizing this fundamental difference, Nankhonde developed a coaching framework tailored to African leadership, built on five key cultural dimensions: belief, pride, community, loyalty, and respect.
Through Zanga, she provides African-grounded leadership coaching, self- and 360-degree assessments, and HR analytics that support talent management and organizational development. Her work aims to reshape leadership development in Africa by integrating culturally relevant coaching methodologies that truly resonate with African leaders.
We Discuss:
How did Nankhonde come to conclude that the Western approaches to coaching were not sufficiently helpful for African clients or tailored to their needs? In what ways were these coaching approaches not culturally appropriate?How did Nankhonde set out to develop your new coaching framework?What are the components of Nankhonde’s coaching framework for African clients and how it is different from Western or North-founded frameworks?Where does this coaching model diverge from Western ones?Resources:
Zanga’s LinkedIn page
Nankhonde’s LinkedIn page
Zanga’s website
Let’s stay connected
You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.
Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.
And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.
-
Summary:
What are the attributes of the modern humanitarian and development leader? Why modern? In what ways? How does one become one?
Torrey’s Bio:
As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.” She has taught and coached over 400 supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com.
We Discuss:
What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian workThe importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Resources:
Torrey's podcast: The Modern Humanitarian and Development Leader
Torrey's website: Aid for Aid Workers
Torrey's Linkedin page
Torrey's course on Humentum's learning platformClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
LinkedIn Facebook
-
Summary:
This is part one of a two-part conversation between two podcast hosts: Torrey Peace and myself. Torrey’s podcast is The Modern Humanitarian and Development Leader.
Torrey and I tackle two broad topics: in this first part of our conversation, Torrey interviews me:
How do people in development agencies experience organizational change? What is the psychology of organizational change that a development leader needs to be aware of? How can experiencing organizational change affect staff motivation? How, as leaders, do we tackle any reactance as well as resistance to change?Torrey’s Bio:
As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.” She has taught and coached over 400 supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com.
We Discuss:
What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian work.The importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Empowering teams by building trust and facilitating self-learning.Resources:
Website
Podcast
Aid for Aid Workers
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
LinkedIn Facebook
-
Summary
What does the concept of Ubuntu teach us about leadership, community, and the well-being of people in organizations?
How can African leadership models inform and enhance global approaches to management and organizational development?
How do we navigate the challenges of avoiding romanticizing Ubuntu while honoring its depth and practical value?
In this NGO Soul + Strategy podcast episode, Martin Kalugu-Banda, a thought leader on organizational development and leadership coach (among many other things!), about redefining leadership through African paradigms and systems thinking.
Martin Kalungu-Banda is an expert in Leadership and Organizational Development, with senior-level experience in business, government, and civil society.He is co-faculty of the Leadership Academy at the Presencing Institute and the MIT Global Alliance for Banking on Values.Martin served as Special Consultant to the President of Zambia (2005-2008), helping to re-establish the position of Chief of Staff.As an adviser to the Tony Blair Institute for Global Change, he has supported leaders across Africa, including governance reforms in Rwanda, healthcare transformation in Namibia, and Tanzania’s National Skills Development Strategy.He has co-designed and facilitated flagship leadership programs for Rand Merchant Bank and HSBC, as well as teaching at Cambridge, Oxford, and London Business School.Martin is the author of Leading Like Madiba: Leadership Lessons from Nelson Mandela and other influential books on leadership and transformation.
Martin's Bio
Martin shares how leadership as it is taught at the Presencing Institute involves “presencing”—combining being present in the moment with sensing future opportunities and needs.Ubuntu, often defined as “I am because you are,” needs to expanded as a concept to include interdependence across generations, global connections, and non-human beings like animals and nature.How Ubuntu aligns with systems thinking by emphasizing the interconnectedness of individuals, communities, and the environment.The challenges of avoiding romanticizing Ubuntu while appreciating its practical applications in leadership and organizational well-being.Coaching leaders to embrace open-mindedness, emotional intelligence, and an openness of heart and will in decision-making.How African leadership models provide valuable insights into collective well-being and interconnectedness that global North frameworks often overlook.Martin’s reflections on the limits of knowledge as we age and the importance of humility in leadership.
We DiscussResources
Martin’s profile at the Presencing Institute
Ubuntu Lab Institute (similar institutes exist for other regions within the Presencing Institute)
Martin’s books:
Leading Like Madiba: Leadership Lessons from Nelson Mandela -
Summary
How does an African management consulting company that expressly sets itself up to offer African solutions to African problems communicate its identity?What are some key differences in organizational development needs and cultural norms between development agencies in the Global South and Global North?
How can concepts like Ubuntu and Ujama inform leadership models in ways that resonate across African contexts?
In this NGO Soul + Strategy podcast episode, I interview Faye Ekong, Managing Director and co-founder of RavelWorks Africa, about designing management consulting solutions rooted in African paradigms and practices.
Managing Director and co-founder of RavelWorks Africa for over 6 yearsHeld multiple leadership roles at the NGO Action Against HungerFormer trainer and consultant at MDF Management Consulting
Faye's BioWe Discuss:
Faye shares how RavelWorks was founded to counter the prevalence of Western management solutions in African contexts, focusing instead on locally-developed approaches.While RavelWorks initially aimed to serve primarily African organizations, their clients now span Europe, the US, and other regions.Core clients include humanitarian donor agencies, NGOs, private sector companies, and some government agencies.Services offered by RavelWorks include HR, organizational design, system and process improvements, and learning and development, with a future-of-work lens.The African paradigm of communalism, exemplified by concepts like Ubuntu (“I am because you are”), prioritizes relationships and the well-being of staff and stakeholders. This contrasts with the Anglo-Saxon focus on task and goal orientation.The management and leadership literature has expanded beyond the US and Europe to include countries like India and Japan but still largely overlooks Africa’s unique contributions.There has been a significant uptick in the use of niche consulting firms like RavelWorks in the Global North, but European NGOs still tend to exhibit a control-oriented approach compared to their US counterparts.Faye emphasizes that Global North consultants can still play a meaningful role if they adopt humility, curiosity, and a willingness to understand African ways of working.Quotes:
“If you lead an organization, choose courage over comfort” (Brenee Brown)
ResourcesWebsite
Faye's LinkedIn profile
YouTube video of this podcastClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
LinkedIn Facebook
-
Summary
How can nonprofit organizations leverage human emotions to enhance the impact of their campaigns?
What can NGOs learn from cognitive science to create more effective, empathetic communication strategies during a time of poly-crisis?
How can organizations shift from traditional advocacy approaches to more agile, psychology-driven methods for mobilizing communities?
In this NGO Soul+Strategy podcast episode, I interview Diya Deb, Executive Director at MindWorks Lab, about harnessing the power of cognitive science to transform nonprofit campaigning in today's challenging landscape.
Executive Director of MindWorks Lab, a global cognitive science innovation lab incubated at GreenpeaceNearly two decades of experience in grassroots and international nonprofit leadershipFormer Campaign Director at Greenpeace India and Amnesty International IndiaLed global youth mobilization efforts alongside Indian Nobel Peace Laureate, Kailash SatyarthiCo-founder of PowerSouth, an initiative focused on amplifying women's leadership in grassroots movementsAdvisor to multiple nonprofits on strategy, advocacy, and decolonizing research practices
Diya's Bio:
Diya reflects on how MindWorks has grown since its early days within Greenpeace, evolving from theoretical frameworks to hands-on applications in the field.Diya highlights the urgency of adapting campaigning strategies to the current era of poly-crises, where overlapping global challenges are exhausting communities and donors alike.MindWorks has pivoted to focus on the role of emotions like anger and powerlessness in shaping people's responses to crises, drawing on new case studies from India and Indonesia.She explains how MindWorks seeks to decolonize research practices, shifting away from Global North-centric methodologies by grounding their work in diverse cultural contexts, especially in East Asia.The conversation explores MindWorks’ unique approach to agile campaigning, emphasizing rapid experimentation and applying cognitive science insights to their internal operations.Diya shares her thoughts on the implications of this research for philanthropy, urging funders to shift towards more adaptive, emotionally resonant approaches to support nonprofit campaigns.
We Discuss:
Quotes“Doomsday communications have clearly proven not to work”
“We focus on social empathy as an enabler for activism”
Resources:MindWorks Lab Website
Diya Deb's LinkedIn Profile
YouTube video of this podcast (ADD LINK!)
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
LinkedIn Facebook
-
Summary
What are the key principles of African leadership that nonprofit leaders globally could benefit from adopting?
How does the African concept of Ubuntu translate into practical leadership strategies for nonprofit organizations?
How does African leadership balance individual and collective success, and how might nonprofit teams benefit from seeking the same balance?
In this NGO Soul+Strategy podcast episode, I interview Albert Anoubon Momo, axecutive, author, and board member, about leadership lessons we can all learn from African cultures.
Albert's Bio:
Co-founder of a brand new company offering geospatial consulting services to emerging economiesFormer Vice President and Executive Director, Emerging Markets and Funded Projects at the Trimble companyFormer Director of Institutional Business Development at TrimbleManagement and Program Analyst at USAIDAlbert played multiple other roles as senior geo-scientist and GIS and software engineer, including at the National Oceanic and Atmospheric Administration (NOAA) inside the US Government.We discuss:
Albert has been a student of leadership from early adult life onwards, and he runs a large Facebook group on leadership. His experience has been primarily in the private sector , though he also plays governance roles in the nonprofit sphere, such as his role Board Chair of Cadasta (where Tosca is also on the board)Albert urges listeners to focus on what the African continent can bring to the rest of the world, and not to assume Africa just consumes from the rest of the world (especially when it comes to West-influenced leadership models)Subregions within the huge continent of Africa have had different influences on leadership approaches and practices: in Northern Africa and the Sahel, Islamic influences have prevailed while French colonizers brought more hierarchically oriented thinking to leadership; in coastal Africa, colonizers introduced Christianity which persists till today; and in Southern and Eastern Africa, Zulu-inspired Ubuntu philosophy has dominatedUbuntu as the most well known African philosophy emphasizes interdependence, solidarity, shared community, and communalism (also within organizational leadership and management) – different from the individualism more prevalent in Western societiesWhat Western leadership practices can learn from African leadership approaches regarding employee engagement, shared value, shared futures, solidarity, and humanismIn African cultures, traditionally councils of elders have played an important conflict resolution role; it is beneficial for global North/Western nonprofits to take account of these Councils' approach to seeking win-win resolutions rather than zero-sum litigation, their focus on the common good, common ground and shared goals.Resources:
Albert’s LinkedIn Profile
Albert's Facebook group on LeadershipBook
YouTube video of this podcast
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportun
-
Summary
Is it that people resist change? That they fear change? Or rather that people fear loss?
As a change management consultant, what is the most difficult or frustrating while supporting clients with change management efforts?What is one word most alive right now in the world of change management support?
In this NGO Soul+Strategy podcast episode, I interview Michael Randel, Founder of Randel Consulting Associates, on mastering the ever-complex world of organizational change management.
Michael's Bio
Owner of Randel Consulting Associates, a boutique consulting firm that supports change processes across sectorsFormer Change Consultant in the World Bank's Leadership and Organizational Effectiveness departmentWorked for a Danish development agency in South-East AsiaStarted as an Organizational Development practitioner in South Africa, at the YMCA during the anti-apartheid struggle.We discuss
Michael worked as a young professional in the South African YMCA youth organization during South Africa’s apartheid struggles, which was a formative experience for him. It launched his career in change managementHe consults on change management across the private, public, nonprofit, and philanthropic sectors. His clients all have in common: a social purpose.Early in his career, he discovered that we overestimate rationality in change management; instead, emotion is a significant factor. We also are simply unable to foresee all factors that will be at play in our change-planning effortsMichael uses a Gestalt approach in his work: in this approach, the forces that energize change are faced with forces that resist change – and Lewin’s forcefield analysis tends to apply. Put simply: people tolerate the current state of affairs till it is no longer tolerable. The Gestalt approach stipulates that we may need to intervene at the individual, team, unit organization, or sector level (or a combination)Michael appreciates Rick Maurer’s framework on resisting change, which emphasizes 3 factors, embodied in ‘I don’t get it’; ‘I don’t like it’; and ‘I don’t like you’. Each requires its response – and the three should not be confused.Quotes:
Eisenhower’s quote (paraphrased here) is relevant in change management: “Plans are useless, but the process of planning is useful”
Resources:
Michael’s LinkedIn Profile
Randel Consulting Associates Website
Blog post: Resistance to change is often misunderstood
YouTube video of this podcast
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
Twitter LinkedIn Facebook
-
Summary
What does it Busara's tagline mean: 'transformational leadership, from the inside out'?
To what extent are there truly different global south-normed leadership models?
Does personality still play an important role as well, in addition to national or regional cultural differences in leadership approaches?In this NGO Soul+Strategy podcast episode, I interview Taaka Awori, Founder & CEO of Busara Africa, a leadership development services company, on redefining leadership in Africa.
Taaka's Bio:
Founder and CEO of Busara Africa, a pan-African leadership development firm based in Accra, GhanaAuthor of the book Leadership Redefined: Untold StoriesAssociate Certified Coach with International Coaching Federation (ICF)Podcast host of Leadership Redefined: Untold StoriesMember of the editorial board of Coaching PerspectivesChair of the board of the African Women’s Development Fund (AWDF)Former Country Director of AAIAssistant Social Development Adviser, DFID (now called FCDO)Degrees from Harvard and Columbia UniversitiesWe discuss:
Taaka started specializing in leadership development and organizational development, after discovering as a Country Director at ActionAid that what was most needed from her was good leadership – not any technical specializationBusara’s tagline is - transformational leadership from the inside out – signals that leadership starts with self-awareness and self-regulationEqually, good leadership is a combination of not just intellect or analytical capabilities, but also innate and learned wisdom, and the heartOther premises of Busara: let’s build on the examples of excellent leadership in Africa (not the negative examples); and feminist leadership70% of Busara’s clients are NGOs; the rest are private sector and government agenciesHow are African leadership models distinct, if in any way, from global North-formed models? Another distinct element is the explicit inclusion of politization and thus the need for leaders to be aware of this, and to navigate it in a mission focused manner Busara is also interested to learn more about what’s to be learned from leaders of informal, non-registered organizations: informal worker associations, social movements and networksInteresting sub-continental dimensions of leadership within the African continentResources:
Taaka’s LinkedIn Profile
Taaka’s Website
Taaka’s book: Leadership Redefined: Untold Stories
Leadership in Africa Redefined Podcast
Busara Africa Website
YouTube video
Click here to subscribe or email Tosca at [email protected]
Twitter LinkedIn Facebook Youtube
-
Summary
How should INGOs discern what roles are still relevant, legitimate, and needed, at this moment in civil society history?And which roles they therefore should *stop* playing?
Is there more here, over and beyond stopping service delivery? (Which on its own is quite the shift)
In this NGO Soul+Strategy podcast episode, I interview Dylan Mathews, Chief Executive Officer at Peace Direct. Peace Direct has been quite vocal, and has acted as a thought leader on this role question -- which I consider fundamental, and which I don't see INGOs facing head-on sufficiently yet.
Dylan's Bio:
Chief Executive Officer of Peace Direct Director of International Programs at Y Care InternationalProgram Manager at CAREWorked on conflict countries and issues with Landmine Action, Oxford Research Group, and the British Red CrossWe discuss:
While the sector is changing, once again, on several fronts (in terms of programming approaches, shifting authority/decision rights to the place of program impact representation, biz models, operating models etc.), what seems to get less attention is whether the organization should go through a fundamental role shiftCommon sense would say role and function, as well as strategy, should come before the other types of changes mentioned aboveOne organization that is advocating that NGOs need to tackle the fundamental question of role shift is PeaceDirect, with Dylan Mathews as its leader. So what roles are still appropriate, especially for global North-founded INGOs?Dylan explains the nine roles that Peace Direct thinks are still appropriate for INGOs What are, importantly, the implications of a change in role and function for, for instance, board competencies and mindsets, organizational size, staff competency profiles, and culture?Dylan shares what gives him hope as INGOs traverse this journey, but also what makes him skeptical that the role shifts Peace Direct points to will actually take hold among INGOs,Resources:
Peace Direct Website
Dylan’s LinkedIn Profile
Peace Direct reading resources: Link1, Link2, Link3
YouTube video of this podcast
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.
You can find Tosca’s content by following her on her social media channels:
Twitter LinkedIn Facebook Youtube
-
Summary
Conflict management and mediation are skills that come up frequently as a weak area in many of our social sector organizations.
And these days, more than ever conflict is on the rise within our organizations.
So how can we work through our conflicts more skillfully and effectively?
Nathalie has answers for us. She's a trainer conflict mediator (as well as a Corentus, Inc. team coach) who helps teams and organizations develop better conflict management capabilities.
And she's a valued colleague in a broader team I am a part of. Which means I get to learn from her!In this NGO Soul+Strategy podcast episode, I interview Nathalie Thompson, Owner of 5 Fold Consulting, on conflict mediation.
Erica's Bio:
Owner of ‘5 Fold Consulting’, a consulting and coaching firm focused on conflict management skill building and mediationCore Practitioner and Faculty at the Corentus team coaching companyIn short: mediator, facilitator, and coachWe discuss:
It is often useful to work on task-related conflicts as a precursor to working on relationship-based conflicts.There are cross-national cultural differences in how humans deal with conflict. As a mediator, it is important to first build relationship, to inquire what makes for a good conversation for the person, and how to structure the conflict mediation processThere are also gendered dimensions to conflict expression and management. Society tends to ascribe the term ‘aggressive’ to women (negative framing), for instance, when they engage in conflict, while men tend to be labeled as ‘assertive’ in the same context (positive or neutral framing)One way of minimizing interpersonal conflicts within organizations is to clarify expectations, styles, and preferences. Similarly, to clarify goals and parameters, and how to do the work. Also, to agree to tackle breakdowns in relationships by agreeing upfront how difficulties will be raised, and to work through the Corentus ‘6 question framework’ for dealing with breakdowns.Nathalie is among others an ombuds. This is an originally Swedish term that literally means: ‘representative of the people’, and is an independent, neutral person to whom staff in an organization can go for confidential advice, feedback on policy, procedure, or when they seek accommodation. Ombuds are independent from HR and can offer mediation, and raise sensitive issues such as harassment and performance issues with those in authority.The apparent rise in intra-organizational strife in civil society organisations is an extension of the external polarization in society: a tendency to think in terms of ‘one true way’ instead of accepting there are many different waysQuotes:
“In the nonprofit sphere, people tend to be expected to be ‘so nice’; this makes it harder to exert accountability, and to say what needs to be said”
Resources:
Nathalie’s LinkedIn Profile
Nathalie’s Email
5 Fold Consulting Website
YouTube video of this podcast
Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.
- Visa fler
