One of the things I really try and make time for is research. Perhaps this is a hangover from my early days when in my first post prior to graduating I was responsible for research and information, but in this post I find it a never ending source of ideas, concepts and information to reflect on and consider for CCH.
Of course today is it driven by google, but reading the periodicals and journals (which I never really feel is work - which is wrong - we need to keep up with the latest views and trends) can direct you to new organisations, events, information, even the websites themselves give food for creative thought.
Is it copying? Perhaps, but I think it is more about being inspired by others to think about new ideas, and not become totally inward focused. Something which is very easy to become.
Wednesday 31 October 2007
Monday 29 October 2007
Changing the Clocks, Changing Times
The turning back of the clocks in the UK always becomes associated with the oncoming of winter, the "dark nights" and the end of the summer (whatever weather that was - and this year not brilliant). As the first work day back after the extra hour yesterday, today has a real sense of progress, even if a bit hectic and from my viewpoint slightly disjointed.
Or is it?
Much of my day today has been contributing to collective decisions, activities, or plans, about joint working or collaboration between sections and departments - just the kind of work I have been aspiring CCH to do since the start of the re-organisation. Has the changing of the clocks helped focus the changes of CCH or have we reached a point in the change process where the impact and implications of the change are starting to become very clear and almost tangible?
Time, as it always does, will ultimately tell.
Or is it?
Much of my day today has been contributing to collective decisions, activities, or plans, about joint working or collaboration between sections and departments - just the kind of work I have been aspiring CCH to do since the start of the re-organisation. Has the changing of the clocks helped focus the changes of CCH or have we reached a point in the change process where the impact and implications of the change are starting to become very clear and almost tangible?
Time, as it always does, will ultimately tell.
Monday 15 October 2007
Much Progress
Since my last posting there has been a whirlwind of progress within the building.
Success in funding has given us extra work in locating suitable suppliers, designs for potential refurbishment worked on, and discussed in earnest, and into the reporting season with Audits and reports for funders. Phew!
The solid signs of progress give everyone heart and the annual Managers Away Day (for planning the year ahead) had a real sense of purpose and energy about it (and that was not just the supply of sweets or chocolate!). I feel very positive about the future, which of course will have it's challenges, but life would be boring without those!
Success in funding has given us extra work in locating suitable suppliers, designs for potential refurbishment worked on, and discussed in earnest, and into the reporting season with Audits and reports for funders. Phew!
The solid signs of progress give everyone heart and the annual Managers Away Day (for planning the year ahead) had a real sense of purpose and energy about it (and that was not just the supply of sweets or chocolate!). I feel very positive about the future, which of course will have it's challenges, but life would be boring without those!
Thursday 2 August 2007
Holiday malise
During this time of year many people take the opportunity for some annual leave, some rest and relaxation. With school holidays, and the potential for nice weather (not always forthcoming!) everything is in place.
The down-side is the pace of everything slows -the ability to make decisions, the ability to collect information / consult and generally make progress becomes slower - and with it the danger that progress stalls completely.
Holidays need to be a refreshment for the task ahead, and not become the outcome or excuse for lack of progress.
The down-side is the pace of everything slows -the ability to make decisions, the ability to collect information / consult and generally make progress becomes slower - and with it the danger that progress stalls completely.
Holidays need to be a refreshment for the task ahead, and not become the outcome or excuse for lack of progress.
Tuesday 31 July 2007
Money and the Aberdonian
Every decision I have to make seems to have a financial implication. To spend; to save; to discount; to bid for; to price; to calculate; to extend credit etc etc.
Sometimes the cumulative effect is such that I end up with the feeling that I don't want to spend anymore, and can't make anymore decisions (not true in reality). This is not helped by the birthright of being an Scot and an Aberdonian at that (Aberdonians being seen as especially "canny" (careful) by rest of the Scots, whom themselves are seen as "canny" with money.
I wonder if I would feel the same if there was a never ending supply of funds at the Bank. The answer is probably yes - because at the end of the day it is not my funds, and as CEO I have a duty to make the money work hard, but protect it, and get it to stretch as far as I can.
The solution, if there is one, for me, is to take a deep breath, and ask myself the questions "Do we really need this? Do we need this now? How does this fit with our objectives and mission?
Sometimes the cumulative effect is such that I end up with the feeling that I don't want to spend anymore, and can't make anymore decisions (not true in reality). This is not helped by the birthright of being an Scot and an Aberdonian at that (Aberdonians being seen as especially "canny" (careful) by rest of the Scots, whom themselves are seen as "canny" with money.
I wonder if I would feel the same if there was a never ending supply of funds at the Bank. The answer is probably yes - because at the end of the day it is not my funds, and as CEO I have a duty to make the money work hard, but protect it, and get it to stretch as far as I can.
The solution, if there is one, for me, is to take a deep breath, and ask myself the questions "Do we really need this? Do we need this now? How does this fit with our objectives and mission?
Thursday 19 July 2007
An Issue of Trust
The newspapers and TV are full of the revelation that the BBC have broken the viewers trust by having false winners in competitions, including fundraising events.
A real reminder to all of us that trust with staff and service users is not something that can be abused, neglected or even deliberately jettisoned for the sake of better figures/results/convenience. With the increasing financial and competitive pressures it is not easy for anyone, including the BBC, to always maintain the correct focus, but we must. There is simply no alternative.
A real reminder to all of us that trust with staff and service users is not something that can be abused, neglected or even deliberately jettisoned for the sake of better figures/results/convenience. With the increasing financial and competitive pressures it is not easy for anyone, including the BBC, to always maintain the correct focus, but we must. There is simply no alternative.
Friday 29 June 2007
Annual Departure
In about an hours time I'm off for my summer holidays. Already the roads on the way into work were quieter this morning - a sign that the schools are due to break-up this afternoon.
Searching for some sun and relaxation (!?) - without a laptop or pile of papers - or at least away from the desk/building - this really only seems to happen once a year now, but you know I have left some lists, but lots of other things not completed, but they will still be there when I get back. The place will still be standing and operating whilst I'm gone.
Searching for some sun and relaxation (!?) - without a laptop or pile of papers - or at least away from the desk/building - this really only seems to happen once a year now, but you know I have left some lists, but lots of other things not completed, but they will still be there when I get back. The place will still be standing and operating whilst I'm gone.
Wednesday 27 June 2007
Two Tears
On Friday within two hours of each event I was faced with the extremes of community life - right here in CCH. One was the tears of an upset elderly lady, who was feeling vulnerable, threatened and bullied. The other the tears of laughter and joy from some young people delivering a presentation/drama.
With the first I felt my blood boil, and the need to ensure that this does not happen to this person again - something which is within my ability to influence. Even with the solution implemented my anger did not subside.
With the second my conviction on the positive impact CCH has on lives, and on turning round those who need help and focus, was once again reaffirmed.
This can be a stressful place to work. This can be a rewarding place to work. This place changes lives.
With the first I felt my blood boil, and the need to ensure that this does not happen to this person again - something which is within my ability to influence. Even with the solution implemented my anger did not subside.
With the second my conviction on the positive impact CCH has on lives, and on turning round those who need help and focus, was once again reaffirmed.
This can be a stressful place to work. This can be a rewarding place to work. This place changes lives.
Monday 18 June 2007
A life of contrasts
On Friday I had a important meeting with a funder on the audit and progress of a number of issues surrounding £157k's worth of work. Important and high level, with phases like "strategic" and "public pound" and "service level agreement" peppering the conversation it felt work of value and the kind of thing a Chief Executive would do.
On Saturday I was part of the team supporting a Wedding catering and function being held at CCH. Tasks ranged from plating food, serving, tiding -up and generally helping to make sure that the event went well, and that guests enjoyed the event.
A life of contrasts perhaps, but in reality each vital in it's own way to the operation, reputation and future of CCH. Sometimes these things happen over the course of a few days, but I have also had these extremes within a working day (and is the reason why I always keep a pair of jeans and T-shirt in the office, as well as the business suit!). Who can say working in a social enterprise is routine???
On Saturday I was part of the team supporting a Wedding catering and function being held at CCH. Tasks ranged from plating food, serving, tiding -up and generally helping to make sure that the event went well, and that guests enjoyed the event.
A life of contrasts perhaps, but in reality each vital in it's own way to the operation, reputation and future of CCH. Sometimes these things happen over the course of a few days, but I have also had these extremes within a working day (and is the reason why I always keep a pair of jeans and T-shirt in the office, as well as the business suit!). Who can say working in a social enterprise is routine???
Monday 4 June 2007
Of place and buildings
Laurence Demarco writes in his latest email from senscot (www.senscot.net) of his experience of place - in fact of being at the same spot, in different times and different buildings. This weekend I was reflecting on CCH but not as an organisation, but as a building. This is probably inspired by the act we have an architect working on determining the specifications of our planned refurbishment.
It has always struck me that CCH as a building has a very special history, built by subscription in the 1920's, completed in 1923, with the inheritance even then of the Lewis Organ (itself built in 1889). Built with the foresight to be a community resource, which 80 years later is exactly what it does full time. Oh and the religious link is not lost either, as it now hosts three different groups across the week.
The challenge of the refurbishment is to update the building for 21st century use, but not lose the heritage of the place, and it's character - for we are only stewards of it.
It has always struck me that CCH as a building has a very special history, built by subscription in the 1920's, completed in 1923, with the inheritance even then of the Lewis Organ (itself built in 1889). Built with the foresight to be a community resource, which 80 years later is exactly what it does full time. Oh and the religious link is not lost either, as it now hosts three different groups across the week.
The challenge of the refurbishment is to update the building for 21st century use, but not lose the heritage of the place, and it's character - for we are only stewards of it.
Thursday 31 May 2007
The World at Large
Today I had the opportunity which does not come along that often -to go and see other centres doing a similar thing (although often not to the same scale / variety) and find out what goes on behind the scenes. The pretext for this was to identify and learn from others how they were able to refurbish / redevelop their building, and what they did with their space.
Some ideas collected, some great free information on what TO DO and what NOT to do, but perhaps more than anything a recognition within oneself that actually for all the peeling paint, cracked tiles, much of what we have at CCH is great, and alot of the work required is actually quite superficial.
The danger in these visits is to become very green eyed - I must admit it is hard not to feel this -but it is important to focus on improving what we do have, rather than waste energy on what others have and we don't.
Some ideas collected, some great free information on what TO DO and what NOT to do, but perhaps more than anything a recognition within oneself that actually for all the peeling paint, cracked tiles, much of what we have at CCH is great, and alot of the work required is actually quite superficial.
The danger in these visits is to become very green eyed - I must admit it is hard not to feel this -but it is important to focus on improving what we do have, rather than waste energy on what others have and we don't.
Thursday 24 May 2007
Communication - the organisation's lubrication
Sometimes when I eventually manage to escape and head home for the night I find myself thinking back over the day and wondering what I have actually done during the day. Often it can feel that there is not that much of a tangible nature - but lots of interaction with all manner of people.
In reality being a Chief Executive is all about communication - presenting ideas and strategy, of attitudes and approaches, of sharing information and facts, of making and implementing decisions, of listening and engaging, of reflecting and just talking to staff and all the other service users and stakeholders, to reinforce that we are all part of the same team. It can take time, and is n't perfect, but it is vital lubrication in the operating of any organisation.
In reality being a Chief Executive is all about communication - presenting ideas and strategy, of attitudes and approaches, of sharing information and facts, of making and implementing decisions, of listening and engaging, of reflecting and just talking to staff and all the other service users and stakeholders, to reinforce that we are all part of the same team. It can take time, and is n't perfect, but it is vital lubrication in the operating of any organisation.
Wednesday 23 May 2007
It's a Vision Thing
A good part of yesterday was spent basically doing two things - one was working with the management team on determining a list of values (essentially defined as how things are done around here guidelines for staff and stakeholders) for then wider involvement by staff; and the other a visit to another social enterprise in Glasgow working in a similar community setting.
The first session was very productive, and for me very positive as there was a real consensus on the final selection and the ethos which should be guiding us - I look forward to how a wider group react.
The second one is one which I often find when visiting- you collect ideas, see different ways of working, see that actually you are not that bad/poor etc, and get the chance to swap ideas and information.
Both contribute to the development of my vision of the future CCH - help me refine and define what we are, what we could be, and how we could get there.
The first session was very productive, and for me very positive as there was a real consensus on the final selection and the ethos which should be guiding us - I look forward to how a wider group react.
The second one is one which I often find when visiting- you collect ideas, see different ways of working, see that actually you are not that bad/poor etc, and get the chance to swap ideas and information.
Both contribute to the development of my vision of the future CCH - help me refine and define what we are, what we could be, and how we could get there.
Monday 21 May 2007
Making and Marking Decisions
The days since the last post have been busy, first the Board meeting (our Office Bearers this month, following our two tier system, which we have all agreed to replace, but will take time given the new OSCR requirements to advertise changes in the constitution!), followed by our monthly Management Team meeting.
The Board meetings I always find challenging, not necessarily because of the questions, but I suppose the general principle about being held accountable for the organisation. It can sometimes feel like PM questions - and being ready to answer almost anything, but it keeps me on my toes, and I need to ensure I know whats going on in my own organisation.
The Management Team have struggled over the last few meetings to find an effective route to mark decision making, and it appeared this time that we have cracked it. The solution? A flipchart to record decisions! Sigh Sometimes we look for the complicated way. By having a focus point, something to stop us all recording separate and different notes - one note, all visible, and can all be agreed at the moment of decision- brill!
The Board meetings I always find challenging, not necessarily because of the questions, but I suppose the general principle about being held accountable for the organisation. It can sometimes feel like PM questions - and being ready to answer almost anything, but it keeps me on my toes, and I need to ensure I know whats going on in my own organisation.
The Management Team have struggled over the last few meetings to find an effective route to mark decision making, and it appeared this time that we have cracked it. The solution? A flipchart to record decisions! Sigh Sometimes we look for the complicated way. By having a focus point, something to stop us all recording separate and different notes - one note, all visible, and can all be agreed at the moment of decision- brill!
Tuesday 15 May 2007
Talking Softy and Listening Well
Sometimes success and progress is made not by a great fanfare or by making a fuss. Sometimes it is simply providing a solution, which may be listening well to a viewpoint and giving it due thought and care; or being the quiet supportive voice which says yes, I believe in you, in your views and in support you.
The ways of "who shouts loudest is heard" is part of the old school - not the CCH I wish to create and lead. This is what I mean by respect and mutual support and encouragement.
The ways of "who shouts loudest is heard" is part of the old school - not the CCH I wish to create and lead. This is what I mean by respect and mutual support and encouragement.
Monday 14 May 2007
The Monday Morning
Monday mornings can always be a bit of challenge in CCH - you never quite know what will face you as you come into the building in the morning, especially if it is a Monday morning. It's almost like things get stored up over the weekend, ready to pounce on you first thing on your return.
The bright sunny morning didn't help. The meeting with Social Work on funding didn't help (more work required, and then, perhaps the prospect of maybe some funds - funds for work we are doing and have done for years).
Today however I was met by a positive note - a funding application which would need to be done by Wednesday for youth work- the potential for some money- and somebody to do it!
Perhaps Monday mornings can be uplifting? Well steady on!
The bright sunny morning didn't help. The meeting with Social Work on funding didn't help (more work required, and then, perhaps the prospect of maybe some funds - funds for work we are doing and have done for years).
Today however I was met by a positive note - a funding application which would need to be done by Wednesday for youth work- the potential for some money- and somebody to do it!
Perhaps Monday mornings can be uplifting? Well steady on!
Saturday 12 May 2007
Stockline Remembered
Three years ago our community, Glasgow, and Scotland experienced it's worst industrial incident ever. As we remembered the Stockline disaster this week at CCH we thought back to the role we played in those horrific days of worry, stress, relief and grief for the families of Stockline and the emergency services.
Those days, although as the years go by recalled by fewer and fewer of our number, show the spirit of CCH, and the importance of community to it, and the strength of our connections within our community.
Few of us can relate to the direct experience the of relatives, but the tea, comfort, space, food, and even sleeping space provided the greatest thing we can do in these circumstances - be there for the community, at it's very heart.
And I give thanks that we can do that.
Those days, although as the years go by recalled by fewer and fewer of our number, show the spirit of CCH, and the importance of community to it, and the strength of our connections within our community.
Few of us can relate to the direct experience the of relatives, but the tea, comfort, space, food, and even sleeping space provided the greatest thing we can do in these circumstances - be there for the community, at it's very heart.
And I give thanks that we can do that.
Friday 11 May 2007
Life in a bubble
I attended a conference earlier this week - normally I hate these things with a vengeance, and always feel a bit uncomfortable with the "who are you bit", and since starting at CCH always end up assessing the venue and catering to see if:
a. we could do it cheaper, better
b. if there is anything we could "steal" or learn from our competition.
This one was different. Simply because it made me think about all the things I don't know and we as an organisation don't know - and how if we are not careful and engage beyond our comfort zone and existing contact we will effectively live in a bubble.
As an organisation aspiring to be at the heart of the community this is a reminder to me to work harder and make more of an effort to continuously learn, even in that subtle way to making a point of going to more of these things.
Living in a bubble might be protected, but it can also be very isolating and stifling - something we are all working hard to get away from!
a. we could do it cheaper, better
b. if there is anything we could "steal" or learn from our competition.
This one was different. Simply because it made me think about all the things I don't know and we as an organisation don't know - and how if we are not careful and engage beyond our comfort zone and existing contact we will effectively live in a bubble.
As an organisation aspiring to be at the heart of the community this is a reminder to me to work harder and make more of an effort to continuously learn, even in that subtle way to making a point of going to more of these things.
Living in a bubble might be protected, but it can also be very isolating and stifling - something we are all working hard to get away from!
Tuesday 8 May 2007
May Day Reflections
May Day was traditionally the day for workers, a time to be released from the factory floor and rejoice - a hard won day off if I recall.
This May Day period has been quite amazing - the impact and outcome of the Scottish Parliamentary elections not quite yet resolved - will it be a SNP minority government? What will this mean for the voluntary sector? No-one really knows.
The extensive coverage of the French Presidential elections reminds us that we are not an isolated island, and the impact of a right wing (reforming?) French President may have more of an impact on us than we first think. Already noises are being made about the Constitution for Europe.
Closer to home the local Council elections also mean full change in the approach and outlook for our local councils - I look forward to meeting my new local faces and forging an effective relationship for the benefit of CCH and the local community.
The past few days have also seen CCH undergo a bit of a renewal with managers and myself holding a development day at Mugdock Country Park (a lovely place to visit). A renewal day because out of it has come a new mission statement, and the start of defining our values as an organisation. I am already looking forward for staff and Board Directors to contribute to this process with their views and ideas.
We were also reminded during the day not just to focus on what we have to do, and want to do, but also to spend some time celebrating our successes and achievements. A challenge for real!
Phew - all this in four days!
This May Day period has been quite amazing - the impact and outcome of the Scottish Parliamentary elections not quite yet resolved - will it be a SNP minority government? What will this mean for the voluntary sector? No-one really knows.
The extensive coverage of the French Presidential elections reminds us that we are not an isolated island, and the impact of a right wing (reforming?) French President may have more of an impact on us than we first think. Already noises are being made about the Constitution for Europe.
Closer to home the local Council elections also mean full change in the approach and outlook for our local councils - I look forward to meeting my new local faces and forging an effective relationship for the benefit of CCH and the local community.
The past few days have also seen CCH undergo a bit of a renewal with managers and myself holding a development day at Mugdock Country Park (a lovely place to visit). A renewal day because out of it has come a new mission statement, and the start of defining our values as an organisation. I am already looking forward for staff and Board Directors to contribute to this process with their views and ideas.
We were also reminded during the day not just to focus on what we have to do, and want to do, but also to spend some time celebrating our successes and achievements. A challenge for real!
Phew - all this in four days!
Wednesday 2 May 2007
In the Beginning
I have thought about doing this for almost two years now - and finally have got it organised.
Why?
To provide a space for me to think on paper -to share thoughts and views on life within one of the most amazing places I have ever worked.
To provide a way for all those interested in cch to hear from me my take on the events, trials, challenges, and stories as they happen.
To open a dialogue directly with the wider world on what it is like to run a fair sized scottish charity in the 21st century.
Why?
To provide a space for me to think on paper -to share thoughts and views on life within one of the most amazing places I have ever worked.
To provide a way for all those interested in cch to hear from me my take on the events, trials, challenges, and stories as they happen.
To open a dialogue directly with the wider world on what it is like to run a fair sized scottish charity in the 21st century.
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