Suzanne Bond Hinsz is a technical director with MSI, focusing on organizational development and public sector management. An international development expert for over 20 years, she has advised the United States National Security Council, House Foreign Affairs Committee, Senate Foreign Relations Committee, the State Department, USAID, Fortune 100 companies, governments, the United Nations, regional bodies, and grassroots organizations on a wide range of initiatives in more than 30 countries. She received her M.A. in international relations from the Fletcher School of Law and Diplomacy at Tufts University and holds a CPT designation from the International Society for Performance Improvement.
Leadership is key to a global development organization's success, but it is not just about the chief executive officer or country director. Studies show that leadership today needs to be more relational and distributed throughout the organization. Here is why you need to ditch the superhero myth, and instead build a swarm of leaders.
Executive and HR leaders often leverage incentives to motivate staff. Yet, our intentional incentives can actually undermine the likelihood that people, teams and organizations will engage in the desired behavior. This article discusses how to identify and leverage positive incentives and how global development organizations can avoid perverse ones within their own organizations, and in the organizations they serve.
International development organizations are often pressed to change. Shifts in funding, leadership changes, downsizing or restructurings can be particularly complicated to navigate across country offices, cultures and languages. Here are 7 tips for applying organizational development best practices to lead a successful organizational transformation.