As a start-up leader, should I lead the shut down? More than ever I know the answer is yes. It could have been so easy to feel a failure for not maintaining a “sustainable entity”. Instead I led an innovative organisation that did some amazing work with some wonderful people, which will be remembered.
If you’re arguing about whether individual productivity or meetings are more important, stop. It’s a useless conversation. The conversation is about how to harness the benefit of both individual and collective impact.
When it comes to leading change and creating social movements, particularly when it involves people on the margins of society, it’s easy to fall into the trap of assuming success means “widening” the mainstream to accept a new group of previously excluded citizens. What I would call fringe leadership is the commitment to doing things the other way around. It’s about bringing the mainstream to the marginalised minority with the intention of disrupting the dominant culture.
The future of the Pasifika Festival, dubbed the “biggest celebration of Pacific Island culture and heritage in the world”, is in question.
There will always be circumstances in which employees will choose to resign and leave immediately. However, I think it’s an important indicator of the healthiness of employment relationships and organisational culture. Anyone in a leadership position who dismisses it as the fault of the employee does so at their own — and their organisation’s — peril.