Field Notes.
Twenty years of leadership work, across the globe.
Local. Nonprofit. Public sector. Faith-based. Post-disaster. Cross-cultural. Twenty-five thousand-plus leaders trained. Fifty-plus countries. Five continents.
Sharpening front-line leadership.
Kardel’s CEO wanted to invest in his front-line leadership team. Specifically, in the harder conversations supervisors needed to. Performance, conflict, coaching.
I ran an applied workshop with the leadership group. Feedback frameworks, conflict navigation, coaching language. All worked through real scenarios they brought into the room.
The CEO followed up after the session to note:
Feedback from the team was strong!Kardel CEO
A national standard for sending people well.
Mission volunteers were arriving in-country trained different ways, with different expectations of what their roles and responsibilities should be. The work needed a national standard. So we built one.
I designed the STM Team Leader Certification. Curriculum, risk management protocols, leadership modules, the lot. It became the bar across PAOC’s North American teams.
Over 25,000 leaders and volunteers trained.
Twenty-three organizations through the worst of it.
March 2020 hit the nonprofit sector hard. Revenue collapsed, teams scattered to remote work, and senior leaders were running on empty.
Within weeks, I designed and ran an eight-week Resilient Leadership Program that pulled senior leaders from twenty-three Vancouver Island organizations into one peer cohort. Crisis decision-making, digital strategy, mentoring, structured peer-learning.
Leaders left with the peer networks they still rely on, and the tools they used to stabilize through the worst of the pandemic.
23 organizations. 8 weeks. One cohort.
After the storm, what worked.
After Hurricane Matthew tore through Haiti’s south coast, Integral Alliance, a coalition of international relief agencies, needed to know what worked, what didn’t, and what to fix before the next storm.
I led the field evaluation on the ground. We talked to international staff, local field workers, and the people who had received the aid. Then we built recommendations the alliance could actually use.
New protocols for shared assessment, contingency funding, and partner capacity-building. Stronger trust across the alliance for the next response.
The mission was solid. The engine needed tuning.
Soap for Hope was repurposing hotel hygiene products for vulnerable communities across Canada. The mission was clear and the impact was real. The partnership engine that fed it wasn’t keeping up.
I built out the partnership strategy. Recruitment processes, stakeholder evaluation, a CRM, workflow tools, and engagement materials the team could actually use.
Partnership enrollment grew significantly. Brand visibility climbed. The program scaled the way the mission deserved.
More of the work.
- BC Transit Leadership development sessions for senior teams.
- Aga Khan Foundation Canada Fellowship training for emerging international leaders, in Ottawa.
- Kwantlen Polytechnic University Senior leadership facilitation, two interactive sessions for executives.
- New Hope Schools Society Board values alignment. Surfacing personal values, building shared ones.
- Vic West Community Association Board team building. Strengths, workstyles, shared values.
- ERDO Child Care Plus program evaluation and workflow redesign.
- Shelter Canada Leadership training for 30+ leaders, on the ground in El Salvador.
- Victoria ESL Co-operative Cross-cultural communication training for volunteer ESL teachers.
- Visionledd Designed a global HIV/AIDS volunteer engagement and training program.
- ICA Refugee Integration A multilingual community event for 200+ participants, delivered in five languages.
If you have a situation that needs working through, let’s talk.
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