Do you need a break?

Do you need a break?

There, it happened again: Another weekend that you worked through. Or maybe another week without any time for yourself. You feel like you’re getting into that robotic state where you just tick to-do lists but you’re losing touch with the joy you used to derive from your work. You’re in one meeting, but already thinking of the next one. You drink the coffee, but you can’t taste it actually. The team sits together, but you don’t connect the jokes. A friend or colleague asks you: Maybe you need a break?  “Not now”, you say. This has happened to many entrepreneurs or managers. Work becomes life. Then work takes over. You feel like you can’t take a break, you’re not replaceable and things won’t move without you.  Take a quick self-test: When was the last time you took time off for yourself, and truly disconnected from being ‘the success of the company’? Was it more than 3 months ago? In all honesty: Does your heart still jump up and down with the same excitement when you think of your job, as it did before? Are you coming up with all kinds of reasons to explain why you can’t take a break (no money, big project, unique opportunities coming up, team needs me)? Are you irritated and impatient with your team at times, because others seemingly aren’t in the same hard-working zone as you? What are the 2 main traps you keep falling into when it comes to overworking yourself? If any of these warning flags apply, then the truth is: You need a break, whether you like the thought or...

Case Study 3 – The humans inside the business model transition

Sector: NGO transitioning some livelihoods projects to Social Businesses Company size: Around 65 staff with 20 in management roles Location: Riftvalley, Kenya Situation to address: Little clarity on how to drive the business across the team Fear in the team of loosing the “family culture” during transition Need for a mindset shift: from grant receiving implementers to entrepreneurial business owners edge engagement (4 months): Who is on board team mapping to identify strenghths to leverage on during the shift. Identified the gaps to be filled. Talent reallocation to right people on the right jobs. Conversation around intrisic drivers and allocation matching role requirements. 4 skill workshops around feedback, team communication, strategic thinking and business modelling. Outcomes 85% of staff gained more clarity and ownership of their roles. Increased ownership contributed to detection of theft through staff. Consciously hired a very creative and extroverted program manager to create a more balanced and diverse management team. Better understanding on social enterprises reducing tension and fear of...
Case Study 2 – Too busy to put adequate time into hiring

Case Study 2 – Too busy to put adequate time into hiring

Sector: Foundation Company size: 20 staff globally, one in East Africa Location: Kenya Situation to address: Need to hire a second person on the ground, though very limited time and recruitment experience in the team (local and global) Limited budget available and typical headhunter charge up to 1.5 monthly salaries edge engagement (3 months): Identification of the required profile, including talent mapping of the current local staff member. Targeting suitable talent through direct approaching and a variety of promotional channels, leading to over 150 applicants Screening of talent, both virtual and physical interview, forwarding 4 final candidates to ANDE Support in the final selection decision Onbording workshop for the two staff discussing how to leverage their differences to create synergy Outcomes: New staff joined 10 weeks after the first conversation Truly diverse team on the ground One year after: Great performance and team work, with plans to hire a 3rd...

Case Study 1 – Debugging Sales Performance

Sector: Micro-Insurance Company size: 15 staff Location: Latin America Situation to address: Low number of sales and B2B partnerships putting company at financial risk Tensions in senior team around strategic choices regarding revenue generation No participation of junior staff in core conversations, leading to reduction of motivation edge engagement over 6 months: Who is on board team mapping to restructure sales approach and team; leading to Head of Sales being promoted to Senior Management RightHire to source a new Head of Sales Currently: Stepwise introduction of a Performance Evaluation System for all roles across departments, with the aim of identifying non-performers Outcomes Increased clarity and effectiveness in sales team Increased accountability across...