Show Notes – Episode 13: David Hubbard
David Hubbard is a chartered accountant focused on tax and compliance and internal audit work.
He used this knowledge to travel to the UK. He started to work on projects and like the environment.
He now lives with his family in Newcastle, NSW and the Hunter Valley area.
He started a business, Cinch, in 2014. Cinch focuses on not for profits and the NDIS. He looked for not for profits which had a significant impact on the community. The objective was to improve their efficiency.
As part of the business, he partnered with another colleague who focuses on coaching and leadership and the human element. The partnership allows Conch to support clients with the sustainability element of the business. Change and human behaviour affect the outcomes of the business.
As part of this, they have increased their awareness in the NDIS sector.
David finds the intimate knowledge of the client business and helping the not for profits optimise the impact they have on their respective communities. It may be possible to save the client money or help them drive their limited funds further. They are helping their clients help more people and communities. A key metric is to measure how many people in the communities are impacted and supported. They help people help people. Connection to the community is critical.
There needs to be a balance between the available funding and the quality of services delivered.
In the future, the challenge will be a focus on efficiency. There are many programs and software systems. It is hard for some organisations to know which is the best to choose. It is essential to map the required business processes over the capability of the available and relevant software.
If they are not using software, then the clients are reliant on manual processes. Manual processes are usually more expensive, slower and less reliable. Optimising technology implementation leverages the services available to the community. A lot of not for profits are trying to deliver services in a virtual context. Therefore technology is critical.
People in not for profits are very resilient. They are willing to upskill. The sector is still looking for human contact.
The leadership function in the not for profits is changing. There is an increased distinction between leaders and managers. Those that are not prepared to change are liquidating or merging.
Leaders need to focus on the future and bring their teams with them. Bringing the team with them requires excellent communication and a clear message. The focus on the end customer is brought into sharp focus. The best leaders can bring out the “care factor”. Psychological safety is an honest discussion that is happening with staff and clients. It is partly to help staff through difficult times and partly to mitigate business risk.
People are resilient. There is a light at the end of demanding periods. How do you connect with people without meeting face-to-face? Develop the concept of building a network and to know, like and trust like-minded people. Through building a personal network, opportunities do arise.
In summary:
Have a strong sense of purpose around people, caring for people and the community.
What are we trying to do in the world? Have some clarity.
Part of achieving this is taking some responsibility for the day to day running of things, being efficient and having systems in place.
What technology is needed to facilitate the necessary efficiencies?
For leadership: focus on empathy, caring for staff and customers and provide an environment of psychological safety.