As a committed reflections and new year advocate, I always take time in the time of ‘Decanuary” to look backwards and forwards – it is also quite rewarding from a learning perspective. Putting the craziness of 2020 aside one of the key areas of interest for me has been around the forming or maintaining of relationships – old and new. Most importantly almost 100 percent of my new relationships that were made in 2020 have been formed through virtual means!
In considering relationships of old and new I reflect on my Board roles being mindful of this wonderful new year reflection:
Your past is the teacher of your now and your mind now sets your mind for the future (unknown)
In particular in 2020 I had one of my Board tenures – The Growth Project – come to its planned end. Yes, it is very invigorating to know that what you came to do you not only achieved but even a pandemic couldn’t stop this task being successfully completed. In fact, collaboration celebrations have been shared across this great Board, and cohorts of 100 business and 100 charity leaders – a great demonstration of how relationships have been integral to the task in hand.
Fortunately, the learnings are not over, and the five-year journey of The Growth Project will be celebrated in a Legacy Report to be presented mid 2021. With its focus on collaboration between business and charity leaders and looking forward into and beyond 2021 The Growth Project has identified the four collaboration pillars:
The four collaboration pillars deliver their own lessons in how to build collaborative relationships through making better decisions:
- People benefit and are more collaboratively engaged if their personal why is understood and being tapped into when collaborative decisions are being made.
- The Beneficiaries of such collaborative decisions are positioned beyond sector boundaries so wider engagement is encouraged in the decision-making process.
- The importance of Place in collaborative decision-making highlights the need for flexibility, by broadening associations across the multiple facets of life – one place or size does not fit all
- Time spent building relationships across Stakeholders is of utmost importance to enable sustainable collaboration as it blurs the boundaries and brings stakeholders from all walks of life to partner on society’s most complex and critical issues.
Although an existing (continuing Board) governed within a global structure the RSA Oceania like many Boards has had to during 2020 revisit its purpose to explore extremely important questions such as:
- Will our existing purpose maintain its relevance for key stakeholders (RSA Fellows)
- Will RSA Fellows in Oceania still have the same demand for services
- How strongly will our purpose statement and core values attract key stakeholders to continue supporting and contributing as a Fellow
At the same time changes at the global level brought a change in the global CEO and reclarification of the RSA post 2020 ambitions. Being an organisation that has for the past two centuries been pivoting, it has of course, never been the same people governing the direction. The importance of building collaborative relationships remains the same and has been reported to being key in all pivoting experiences – (although the virtual element of the 21st century brings a completely different dimension to the 17th century discussions).
Looking ahead into 2021 and beyond I am very excited to be a part of a Board whose relationships are primarily through virtual means and are committed to a vision to be part of a world where everyone is able to participate in creating a better future. The RSA has repositioned its purpose to unite people and ideas to resolve the challenges of our time. As a global community of proactive problems solvers RSA Oceania has also revised our strategy to ensure our collective actions create a thriving and inclusive community of change makers across Oceania.
As with all things new The Australian Transformation and Turnaround Association (AusTTA) is a little like a start-up Board and one that is possibly best described as growing in its relationships.
2020 involved much foundation setting and with a topic of transformation simply meaning everything will change – 2020 provided a perfect setting. An important part of creating the foundation for transformation or at least being clear what AusTTA means about transformation was achieved through the creation of a Transformation narrative with 9 core competencies to assess levels of transformation learning. This information all has its roots or anchor in complex adaptive systems theory with the ability- or expectation for more change.
Having met only once – face to face – in 2020 a new Board has begun its 2021 journey through virtual means but with so much to be done this will not be a deterrent. The word new seems quite pertinent for 2021 (and fitting for transformation), new Chairperson; new Board; New advisory groups; new chapter leads; and through Transformers Unite new people sharing their transformation knowledge on a weekly basis – 2021 is going to be very action packed.
Although listed last one of my most amazing Board experiences of 2020 was being appointed to the NSW Nursing and Midwifery Council. The most enjoyable experience of this Council is that I have met and worked virtually with thirty plus experienced professionals who primarily come from the crème of their profession. I have yet to meet any of these amazing people in person, but relationships have been formed as we collectively work virtually together to protect public safety. This also includes maintaining professional standards and trust, through the effective regulation of nurses and midwives and the development of collaborative relationships, in a co-regulatory environment.
I recognise that all of my Board interactions have assisted me in further developing my Balance Point philosophy and how to STRADDLE uncertainty the E.A.S.Y Way. With 2020 being the socialisation of the Balance Point eBook – best described as a draft manifesto -I am looking forward to building on 2020 lessons. This means building more relationships in 2021 – both virtually and in person – and making better decisions to benefit all.
On that note I believe I can conclude with a HNY2021 to all!
Consequences –Dr Jayne Meyer Tucker, aka DrJMT is a social engineer and helps humans and organisations make #betterdecisions during uncertainty. Drawing on her global experiences in social transformation and her PhD research exploring the systemic tension between structure (governance) and spontaneity (leadership), Jayne has created the Balance Point – a transformative philosophy to make #betterdecisions within a framework to STRADDLEuncertainty with relationship building and decision making traits that make #betterdecisions the E.A.S.Y Way. Jayne has worked in Executive Board/CEO and consultancy roles with a number of NGO’s, corporates’ and government agencies in Australia and internationally.