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The aim of a pitch process should be to find a partner that truly matches the skills and approach you’re looking for. The people involved should feel safe enough to provide their best work, to help you make this decision effectively.

If you don’t create a safe space, then you’ll always get generic ideas from people which do not speak to your specific situation. Without a level of trust, people won’t put themselves in potential harm’s way by suggesting things that could be wrong.

Many processes are designed without recognising the power imbalances that exist, which make it difficult for…


We held another fascinating discussion with some of the charity sector’s top leaders in digital. Here’s the biggest opportunities and challenges they’re seeing at the moment.

1. New ways of working

Equalised power structures & international hiring

The power dynamic was skewed for an international org with a London base, in terms of who got to speak, how many projects people got etc — heavily weighted towards those in the office. With remote working that has balanced out — people literally have the same amount of space to take up now!

They have also hired more people internally from branches in other countries, which they should’ve been doing before as it…


The new year means lots of people starting new jobs. In coaching and mentoring dozens of people that have been through a similar experience, largely in the UK charity sector, here are a few things that i’ve noticed the most successful do.

1 Write down why you wanted to move in the first place

Sometimes we fall into a new job. It can also be a strategic move to have a new set of experience. Often, it’s to get away from a manager who you don’t align with. Almost always it’s to make more money.

Whatever the reason, the period between ending your old role and starting your new one is a…


Summary: Culture is based on what people do. A team with a psychologically safe culture will outperform any other team, even with less resources. Now is the ideal time to change your culture and you can do so by spending time listening, empathising and trusting each other.

Photo by Joel Filipe on Unsplash

Culture is what it’s ok to assume

Edgar Schein defined culture as what it’s ok to assume. I love this as it illustrates what i’ve always found — that a team’s culture is driven by the way they work. …


Summary:

  • Break sessions into 10 minute chunks
  • Switch between presentation and interactive activities
  • Always write out the exercise instructions
  • Spend time building trust with people outside of meetings

Remote sessions have opened up a whole new way for people to contribute to the direction of your organisation. It’s now as easy to run a workshop for people across the world so you may as well get everyone involved.

Many are finding this switch uncomfortable because it’s so different to before. However, done well you can actually get just the same if not better levels of collaboration and team trust.

However…


Photo by Zdeněk Macháček on Unsplash

Through this lockdown, there’s a huge opportunity to find out more about ourselves, our organisations and our well being. We’re learning new ways of running our teams, leading people and the processes by which we work.

Cross functional teams are effective

You’ll notice that in a time of extreme pressures, it matters less whether your role sits in fundraising, marketing or comms. Likely you’ll be pulled into a project team that has a clear outcome or goal it’s working towards and everyone helps out how best they can — no matter what their experience or skill set.

This means you might find yourself doing work…


Our prototype for a more compliant cookie tool here — which still has plenty of work to be done to it…

Following a call on Twitter for a cookie consent support group, we held a lunch & learn session where large and small charities came together to discuss their approaches to privacy, consent, GDPR and cookie policies.

We were joined by a couple of external perspectives too. Here’s what we learned:

1. Document all of the decisions you make

Lots of charities are wrangling with how to implement all types of data legislation. They are often receiving conflicting advice from different groups of experts as there are few established ways of working yet. …


TL;DR — Internal briefing processes create silos and reduce collaboration. If you take the time you spend on them and use it to build understanding and trust between people then you’ll come up with better solutions to your problems.

Photo by Page Eight Studio on Unsplash

The revered ‘agency model’

So many centralised teams (like digital, comms or design) want to adopt an agency model for their working processes. This most obviously manifests itself as the dreaded ‘briefing template’. …


The vast majority of websites now have some form of cookie consent tool on them. The Information Commissioner’s Office have frequently implied, that the majority of these are not fit for purpose.

The main reason is most cookie consent tools do not seek specific consent for non-essential cookies. They lump them in with all types and do not give the user the ability to individually choose which they consent to before they are loaded. Many don’t even offer an option to remove consent — they simply inform the user of the use of cookies (86% according to one German study).


I am lucky enough to be part of the team that run ProductTank London.

It’s an amazing collection of people that care about digital products and how best to build them. We have had hundreds of speakers, the vast majority of whom are brilliant, talk about a huge range of topics. These are some of the reflections that we’ve had come to after seeing a pretty significant number of them:

  • Think about the structure of your presentation. It should have a beginning, middle and an end. If you need a starter for 10, steal this from the incredible Martin Weigel:

James Gadsby Peet

Director of Digital at William Joseph — a digital agency and BCorp. I’m always up for chatting about fun things and animated cat gifs www.williamjoseph.co.uk

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