WE'RE THE LEADING EXPERTS AT HELPING
INTERNATIONAL NGOs AND
GLOBAL DEVELOPMENT ORGANIZATIONS
EXPAND THEIR IMPACT
IN THE CHANGING WORLD AROUND THEM
CEO Advisory | Leadership Team Alignment | Board Engagement
Business Model Evolution | Localization Strategy | Culture Enhancement
We at LGC believe that human potential is infinite and, when unleashed,
can help to solve the problems facing us today and in the future.
We at LGC believe that the global development sector
must invest today to re-imagine and re-create itself to be relevant in the future.
Values Statement
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We at LGC work best with international organizations that embody a set of essential values.
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We work with partners who embrace inclusiveness, belonging, and a genuine desire for collaboration, going beyond a mere vendor-client relationship, in support of a community of like-minded peers.
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We dedicate ourselves to supporting organizations that are open to change and willing to confront hard truths, fostering curiosity and a hunger for learning.
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We work with those organizations that are evolving to support their missions, those who are driven, who are really committed and care about expanding their impact, possibly in new and innovative ways.
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Our right-fit partners genuinely appreciate the necessity of investing time, resources, and funding for optimal results. By adhering to these values, we can forge strong partnerships and a community of leaders and organizations that together create a better world.
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Together, we can build a more inclusive, equitable, and sustainable future for all.
KEY TIMES CLIENTS CALL ON US
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The CEO and Board Chair get off a call with both feeling frustrated about the board’s involvement in a new strategic plan and realize that this has to be resolved urgently before more discussions are scheduled and time, talent, and expertise is wasted.
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Ending a virtual All Hands meeting, the executive team starts bellyaching about the workforce - the CHRO realizes this is a sign that taking action to right fit the remote-working culture to expectations is urgent or the gap between executive leadership and the workforce will widen and good people will quit.
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The CEO realizes he is having yet another discussion about the hybrid work situation and his concerns about the impact on culture, succession, innovation, loyalty, retaining talent, and he decides to take action rather than spin wheels.
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After debriefing the 2024 Predictions with LGC, the CEO realizes that the three huge changes taking place - AI technology, revising the Operating Model and Locally-Led Development, are putting immense pressure on the organization for which it is not prepared, risking financial, talent, and the future of the organization.
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The leadership team ends another meeting with nothing more accomplished than sharing information. The CEO recognizes that if the leadership team does not work better together - prioritizing and allocating resources - the future vision for the organization will not materialize, putting its strategy and impact at risk.
ORGANIZATIONS IMPACTED
OUR WORK
Shifting Landscapes
Challenge: Board members seem to be unable to keep up with the shifting trends and opportunities as the sector evolves. Decisions are poor and time is wasted at meetings given the knowledge imbalances.
Solution: Conduct a board training session to outline the sector trends at play and review the opportunities to ensure ongoing institutional trust, relevance, and impact in line with the organization’s overall vision and mission. Discuss the trends to watch in the landscape, options for how the organization could adapt, and what’s required for future success.
Results: The Board Chair and CEO report renewed energy, clarity, and consensus, and better decision quality and outcomes.
Challenge: A CEO was overwhelmed with the myriad of mission-critical challenges facing him. He was moving his organization from a start-up to the next level of operations and doing so in the times of COVID as well as responding to complex operational challenges, including losing his most senior executive.
Solution: We engaged with the CEO in executive advising that included (1) workshopping his vision, goals, and priorities for the organization and clarifying a timeline and (2) monthly virtual sessions to provide advice, be a sounding board, offer guidance, and support the executive in being consistent and persistent with his goals.
Results: The CEO reported having a high degree of focus and drive regarding his goals. The Board Chair and his staff reported being clear on the goals and direction which lead to greater engagement.
Executive Advising
Challenge: After more than 2 years of working virtually and with new members, the executive team was more like polite strangers at a cocktail party than a well-oiled soccer team. The CEO did not feel 100% that the team was aligned with her.
Solution: With our design and facilitation, the team identified a shared vision and charter, agree on priorities, improved collaboration and communication, and established a process for monitoring progress.
Results: The CEO reported that the team collaboration and communication had improved by 50%.
Executive Team Alignment
Challenge: Battling through the myriad of opinions, viewpoints, risks, and uncertainty while trying to design a vision and process for localization proved to be beyond the time and expert resources of a large foundation.
Solution: We lead a multi-phased process that answered the question: how do you localize internally and externally? What will it look like when we get there?
Results: Consensus around a vision and process as well as a concrete roadmap forward.
Creating a Strategic Localization Roadmap
What the heck?
Unraveling the Mysteries of Culture
Challenge: The organizational culture felt wrong, but the leadership team could not put their finger on what was making it wrong. Staff weren’t happy with their work and managers weren’t happy with the staff, and the leaders weren’t happy with the managers. Staff continued to quit - choosing to seek a better work environment elsewhere.
Solution: We proposed a Discovery Process to get the facts out and recommend a process forward to a more productive culture. Interviews, meetings with leadership, focus groups, and a deep dive into old surveys, exit interviews, and other data were the initial steps. With that data, the ELT created its “Blue Sky” vision for the culture of the organization.
Results: A roadmap forward with action steps to launch a larger culture renovation effort.
HOW WE WORK
WITH OUR CLIENTS
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Diagnostics: organizational, board, team and individual
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Retreats; Laser-focused board, organizational, and team retreats (virtual and in-person)
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Coaching for executives, managers, emerging leaders
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CEO advising
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Facilitated dialogues/mediation
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Training (tailored)/professional development
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Instruments and assessments
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Knowledge transfer
AREAS OF
CORE EXPERTISE
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Upskilling leaders
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CEO
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Board engagement
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Organizational culture
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Change resiliency
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Executive team development
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Teaming effortlessly and sustainably
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CEO and executive transitions
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Strategic planning
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Managers as coaches
WHY US | NONPROFIT CONSULTANT IN WASHINGTON, DC
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OUR INSIGHTS PAPERS
Our Insight Papers
WHAT WE BRING
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Host of podcast Lessons From Leaders with more than 104 episodes.
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Frequent presenter at events hosted by InterAction, SID, WILD, Classy, and Humentum.
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Author of insight papers on issues of the day.
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Creator of proprietary frameworks and tools.
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LGC is a thought leader in organizational development.
AFFILIATES
We are signature to CREED.
We are a member of Society for International Development USA (SID).