First Steering Group Meeting

So after all the planning, today it finally came together.
The ACEVO sustainable business forum had its first steering group meeting.

We met at 10am, and I have to say the whole meeting surpassed all expectation.
The line-up, once again is:

Oliver Rothschild, Chairman, Rothschild Corporate Advisors

Ben Brabyn, CEO and Founder, Bmycharity

John Stokoe, Vice President National Government, BT

Mike Barry, Head of Sustainable Business, Marks and Spencer

Allison Ogden-Newton, CEO, Social Enterprise London

Joyce Moseley, CEO, Catch-22

Charlotte Goodman, Director of Business Mobilisation, Virgin Unite

Clare Tickell, CEO, Action for Children

We began by outlining what each of us wanted to get out of the group, what we had to bring to the group, and what we saw as the most important outcome. This was a really interesting exercise, mostly due to how aligned we all are in our thinking. You can see from the list above how diverse the backgrounds are, so would expect a certain degree of diversity in the opinions and objectives around sustainable business. But no! We all agreed that (amongst others): relationships are key for sustainable growth; private organisations rely on the third sector and should therefore support it; there is often a disconnect between the understanding of 3rd and private sectors entering into a partnership.
One that I really liked was "We are here to create a new model of working"

Oliver, our chair, put it very well:
"It is a simple problem with a complex solution: we need to talk the same language by breaking down barriers"
We agreed that as well as sending the right messages, we also need to focus on how we communicate.
I could go on listing these little snippets that came up every so often, but will end with one of the most interesting and truly inspiring:
"Marks and Spencer would not be able to carry out our corporate objectives without our partnerships with third sector organisations" (I paraphrase, but I'm sure Mike will confirm!)

So, what next? I am writing a paper, based on today's discussion. This will outline the handful of 'building blocks' that we believe create the ideal partnership. From this, we will be able to reach out into our networks and create a movement.

This movement will be 50 - 100 people strong, split evenly between third and private sector. From this, we will create an influential lobbying group.

There is a definite call to action here. If you have any interest in this agenda, you can't afford not to be in this forum.

This time it's personal; and a good thing too...

It has been a rather manic start to the year. In the first weeks we have had the ACEVO AGM, and I have been visiting a great deal of new corporate partners both in London and across the UK.

Two weeks ago I was in Manchester visiting Mazars, a great partner of ours, to discuss how we can put them in touch with our members in the North West. Last week it was Newcastle, to meet with two potential firms and attend our North East CEO forum.
This was a great discussion around the CEO's relationship with their Chair- one of ACEVO's strongest suits.

I am working on a proposal for a large UK corporation, where ACEVO will set up and co-ordinate a mentor matching service for those identified as the future leaders of this company.
Mentoring is an excellent way for the private and third sectors to engage with each other, primarily it is because it is at a very personal level. What better way to change the minds or educate or demonstrate success to a group of people than one at a time? Of course, time and inclination are necessary, but when present I am sure great steps can be taken.

That's why the fence painting and well digging is so popular for groups of executives: it connects directly to the cause and creates a rather more grounded emotional response. Having closed a big deal or out performed budget forecasts is great and nice and good and bosses like it, but sometimes we want to feel the same thing we feel when we hold open a door, give up our seat on a train or help someone across the road. So when the whole team goes back to the office, inspired en masse to 'be better people' or having been 'profoundly touched' by whetever they have just encountered, bosses like it. We would argue they could do better.

So, can we create a blend of these two things, executive and personal joy, happiness, well-being, whatever you call it?

I believe we can and I look forward to this project and introducing new ideas to new people at a truly personal level.