Insights

Chris Wignall Chris Wignall

The Board’s Neglected Role

If you want a healthy board-staff dynamic one of the easiest things you can do to improve things is just show up.

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Chris Wignall Chris Wignall

A Conundrum of Conscience

They felt that their personal integrity was being compromised by being associated with a leader who seemed to have abandoned the core values of the organization in pursuit of something they couldn’t support. But they still believed that the actual work they were involved in was good and impacting vulnerable people in significant ways.

It was a real problem.

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Chris Wignall Chris Wignall

The American Exception

This isn’t meant to be a political statement, but a practical one. As charity leaders in Canada we need to learn from the past and recognize the current reality; relying on the USA for programs, partners, or supporters was never a sure thing and it’s probably getting more difficult.

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Chris Wignall Chris Wignall

The Power of Chaos

Many years ago I had a boss who could be very impulsive. I never went into a meeting fully confident that I could predict how it would turn out.

In someways I guess that kept me on my toes, which I think they liked.

But it also made it difficult for me to think long term after a few instances of plans that I thought were clearly agreed upon being jettisoned with no notice, sometimes without due consideration for the effects that would follow.

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Chris Wignall Chris Wignall

On Off-Ramps

Loyalty to religious institutions, pop culture heroes, and most of all, to political parties and leaders is in turmoil. Typically, as this happens some see it as a betrayal and demand greater loyalty; the loudest leave last. But giving up part of our identities is a real experience of loss. It isn’t (and often shouldn’t be) easy.

When I look at the way some entities have become so dramatically disconnected from their roots and replaced principled values with cult-like devotion to charismatic leaders I wonder what kind of off-ramps need to be built.

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Chris Wignall Chris Wignall

2024 Recap

When I reflect back on 2024, the third year since Lead With Catalyst was launched as my own business as a spin off from Catalyst Foundation, some of the statistics definitely help tell the story. I worked with hundreds of leaders across more than three dozen charities. And I saw some remarkable impact.

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Chris Wignall Chris Wignall

Missing the Mandate

The danger of a mandate is that it can become the identity and personality of an organization when it should be seen and treated as a temporary priority.

Too often I’ve seen organizations hang on too long to mandates that have outlived their effectiveness.

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Chris Wignall Chris Wignall

Why I Am A Volunteer JEDI

We are in a season where prominent corporations are ending their DEI programs and some people are getting lots of attention by decrying the very idea of promoting Diversity, Equity, and Inclusion. And that’s a shame.

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Chris Wignall Chris Wignall

My (lack of) Ambition

I work with leaders and organizations often as they define their Vision, Mission, and Values (or Dream/Path/Promise) and set their strategic priorities for years to come. I hep them clarify their cause and communicate their Reason. I am drawn to those with bold aspiration.

But in my own work I’m not nearly so ambitious.

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Chris Wignall Chris Wignall

Arrogant Organizations

Organizational Arrogance happens when we are too short on self-doubt. (Of course, as with individuals, arrogance is usually just an avoidance of dealing with our experience of insecurity). When we believe we are so right that we are invulnerable, impenetrable, and beyond question.

This is a risk after a period of sustained success, when we start to believe we have things fully figured out and our approach is appearing rock solid.

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Chris Wignall Chris Wignall

Insecure Organizations

Every organization needs some degree of insecurity to avoid becoming complacent. Improvement starts with dissatisfaction. But when it becomes a part of our shared personality it becomes a distraction that prevents us from doing what matters most.

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Chris Wignall Chris Wignall

Directing Planes and Herding Cats

There often is a lot going on when leaders start talking through issues that matter. Trying to keep it in focus, keep everyone engaged, give all a chance to contribute in their own way, and ensure we actually get where we need to go without forcing any predetermined outcome is a lot to manage.

I love it!

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Chris Wignall Chris Wignall

The Discipline Trap

The leaders and teams I work with are highly productive. They know how to get stuff done. In many cases they grind out enormous activity from limited resources.

And almost all of them feel like they aren’t disciplined enough.

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Chris Wignall Chris Wignall

Broom or Rake?

There are times in leadership when we need to use authority to get things done. Urgent situations, lack of skill, discipline, or poor performance might all cause a wise leader to be very direct. It’s a blunt approach, but it works well when needed.

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Chris Wignall Chris Wignall

A Different Way To Grow

In the last two months I’ve met with leaders, boards, and teams from large and small organizations who have insights and expertise that has potential significantly beyond their budget and capacity limits. They have learned lessons that others would absolutely benefit from. But too often they are unaware, or even unwilling to share.

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Chris Wignall Chris Wignall

Who Says No?

The problem is that leaders like this don’t know they need people to challenge their instincts. They need someone to be able to say no. And they generally really dislike being told no.

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Chris Wignall Chris Wignall

Diversity Cost

Whether it’s ethnicity, disability, marginalization, socioeconomic disadvantage, sexual orientation and gender identity, neurodiversity, or coming from different subcultures; adding diversity to a team or organization doesn’t often go seamlessly.

It’s something like this:

More Diversity leads to increased Complexity which causes reduced Efficiency.

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Chris Wignall Chris Wignall

The Boss

After nearly 3 hours of rock, without an intermission, Bruce led the band to their exit. But instead of going first down the ramp, he stopped. He turned and had a moment with each of the dozen or so performers as they went past him to the backstage area. It was just a few words, a hug for some, a pat on the back for others. I could see on the jumbo screens that the thing he said most frequently was “Thank You”.

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Chris Wignall Chris Wignall

Grown Ups

It’s a little disorienting to recognize that you are now the highest ranking person. You are the one in charge, who is expected to know what to do.

Healthy leaders understand the need for grown ups in the room, and they understand when they become those grown ups.

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Chris Wignall Chris Wignall

Behind The Scenes

It’s been my privilege for nearly twenty years to spend time behind the scenes of dozens of charities in Canada and internationally. I’ve seen leaders, teams, and programs at their best and their worst. I’ve seen some stuff.

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