Bhavna Toor

Been mulling over things after coming back from facilitating the Bangkok convening of more than 40 executive directors from different socio-civic movements. What I am taking from the conversations are the following: 1. We are moving towards global shifts around philanthropy and aid- what we knew as funding for socio-civic organizations no longer exists. 2. What makes it worse is that the trillions of funding for these amazing organisations are redirected to far right movements who are desperately trying to keep their power and status quo. 3. In the two loops model, we know that this phase needs people who can hold the “composting” - what needs to die and how can these systems die gracefully? 4. We also know that we need people who can bridge people from the old to the new systems - bridge builders need the capacity to stir people in the possibilities while they are immersed in a sea (if not a tsunami) of change. 5. We also need the walk outs who are dreaming and setting up new systems and for them to be resourced enough to do their work. This means giving them the collective capacities, resources, and connections needed. This entails finding other walk-outs and not working in silos 6. It also means that those holding on to power need people who can mirror the system for them. This is a difficult task yet there needs to be people who can sit with the discomforts of listening and holding space for those in power to understand their needs. It also means holding the mirror for them to see their privileges and what shifts are necessary in their mindsets and practices. This is a difficult task yet there are people who are amassed with so much power and resources who are just “not in the know”. 7. We need to take inspiration from those who have withered the storms and have collectively held these spaces. There are organisations and groups who have been facing a lot of challenges yet continue to build and work on their advocacies and care for their causes. How can we lean into their lives experiences and wisdom so we don’t have to keep on reinventing the wheel?

95

31 Comments

We completed our 3rd preview session for the FDP this morning, with Aifa Ahmad and SYUKRI Azman at the helm. And grateful to Heath Chan for joining the session to share his experience and insights of being a facilitator-in-training last year. And we have witnessed Heath blossom through the process, not just in skill and competence, also in attitude and belief. Heath is about 2-3 years in the facilitation space by this year, and this year itself, has received more meaningful and valuable facilitation work and projects, that is aligned to helping him thrive and flourish in this work. His aspirations are in facilitation and eventually coaching, and by shifting his space from scarcity to abundance, opportunities are opening up for him from almost everywhere! He will be travelling to the US soon, for something that he wanted since last year 👏🏽👏🏽👏🏽 I cannot be prouder of him. David Tay, the other facilitator-in-training in last year’s FDP, is getting more work in facilitation this year, and has been opening himself to more opportunities through our network, where people get to see him in action. From being more cautious and more stoic, to being more expressive and more animated, and therefore more open to work! The FDP is really not just a skills-based training. It creates the space where you become more confident of being who you are, coupled with skills and competency. It is a mentoring and coaching process of facilitator development, therefore the value of the programme is as such. I personally wonder, if the question of the investment, is questioning the value of the people conducting the programme (is it worth it to pay these people to teach/train/coach/mentor me, and will I get to learn what I need/want to learn), or is it questioning the value of self (am I worth investing so much into, to learn/hone/enrich my knowledge, skills, attitude? Am I worth so much for people to pour into me, to give me this value that I am paying for?) And I truly appreciate Yi Han Tan’s reflections from this morning’s session, to trigger this wondering for me. It is not the first time (and will not be the last time) that this conversation around value will come up for us, and it is good food for thought for me too, and my own reflection and relationship with this concept of value, cost/investment and money. Heath, David and myself share a lot in common in terms of how we choose to invest in ourselves in our learning and development, and we know that we are reaping the investments of honing ourselves through our investments. Beyond the FDP, perhaps the reflections is also on, how/where have we been investing on/in, and what have we “reaped” in the process? Example : Aifa “invests” her time and energy into people and the community she builds/develops. And she is “reaping” from the investment, during times of crisis. In good moments, it might be lesser seen, not that it is not there. What do we choose to see, and “invest” in? 😊

3

But affective leadership might be the most powerful shift we can make. That line came up in conversation this week during one of our sessions in our ECD Certified Consultant Development Programme, sparked by a reflection from Wayne Sim, PCC. He sparked a rich discussion by noting how in many cultures, like Singapore, leaders are often expected to be effective above all else. It’s stuck with me. We talk a lot about effective leadership. Getting results, driving outcomes. But you can have effective leadership without effective leadership. While effective leadership is about getting things done. Affective leadership is about how people feel in your presence, and how those feelings drive behaviour, psychological safety, and engagement. Effective leadership is the result of affective leadership: how people feel in your presence, how emotions ripple through a team, and how culture is shaped moment by moment. Emotions are often dismissed because they’re hard to measure. But they’re impossible to ignore. That’s why we help leaders map the emotional impact they want to create. Not just the results they want to hit. We talked about how 'Affective leadership' makes the invisible visible. Surfacing the unspoken emotional undercurrents and systems in a team. It helps leaders connect values, behaviours, and emotions in a practical, strategic way The crucial link...you need the system that provides a structured way to explore emotion and turn what you find into actionable insights that drive culture, performance and results. That's where our #emotionalculturedeck comes in! Let’s keep making the invisible visible. #AffectiveLeadership #EmotionalCulture #TheECD #EmotionsAtWork

57

2 Comments

From Vision to Validity: Mastering NGO Governance Are you running an NGO that feels more like a frantic solo mission than a structured organization? Many passionate founders start with a heart for service but quickly find themselves overwhelmed by the weight of decision-making and financial oversight. In our recent NGO Acceleration Mentorship session, industry expert Philip John pulled back the curtain on the "skeleton" of every successful non-profit: Governance and Structure. Most NGOs don't fail because they lack passion; they fail because they lack a framework. Governance is the steering wheel of your organization. Without it, you are drifting. Philip John emphasizes that Governance is the mechanical heart of your NGO, it’s the "how" behind the management and the "who" behind the money. If you want to move from "doing good" to "creating a lasting legacy," you must start with a solid legal and administrative setup. A common mistake is thinking the founder should do everything. Philip clarifies a vital distinction: Board members guide; they don’t handle daily work. The Board of Directors (or Trustees) serves as the strategic compass. Whether you have a small team of 3–5 or a larger council of 12, their role is to: Set the Strategy: They see the big picture while you handle the ground level. Protect the Purse: They ensure money is used exactly where it was promised. Provide Accountability: They approve the policies and budgets that keep the lights on and the mission moving. Imagine a donor asking for your financial reports or your policy on conflict resolution. Can you produce them? This is where Policies and Bylaws become your best friends. Bylaws are your "Big Rules", how you choose leaders and hold meetings. Policies are your "Daily Rules", how you handle expenses and manage volunteers. When everyone knows their role, from the Chairperson leading the meetings to the Treasurer tracking every kobo, you create an environment of credibility. Credibility is the currency of the non-profit world. When you are organized, you are trustworthy; and when you are trustworthy, funding follows. Knowledge without application is just noise. Your next step to professionalizing your foundation is simple: Draw your organizational chart. Don’t just think about it, put pen to paper. Define who reports to whom. Map out your Board, your staff, and your dedicated volunteers. Use this structure to eliminate confusion and empower your team to take ownership of their roles. #NGOMentorship #PhilipJohn #GovernanceMatters #NonProfitLeadership #SocialImpact #OrganizationalStructure #WuraisgoldFoundation

2

For decades, when we talk about legacy, the conversation usually revolves around wealth. Trusts. Foundations. Family governance structures. Asset allocation. But one of the most valuable things families struggle to preserve across generations is wisdom. The decision-making logic of a founder. The values that shaped a business. The leadership philosophy behind long-term success. A recent press release introduces an interesting concept called Structured Wisdom Transmission — an AI-powered system designed to preserve not just memories, but the deeper elements behind how people think, decide, and lead. Instead of simply storing documents or recordings, AI can now structure elements such as: • Decision frameworks • Leadership philosophy • Personal values • Life experiences and insights In other words, legacy may evolve from static archives into interactive knowledge systems that future generations can actually learn from. This raises an interesting question: If wealth can be transferred through legal structures, can wisdom be transmitted through technology? Curious to hear perspectives from people working in family offices, legacy planning, and leadership development. Original article: https://lnkd.in/gCWWdrAp

3

1 Comment

🎙️ 𝗡𝗘𝗪 𝗘𝗣𝗜𝗦𝗢𝗗𝗘 𝗢𝗨𝗧 𝗡𝗢𝗪 💭 𝗪𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗱𝗼 𝗶𝗳 𝘆𝗼𝘂𝗿 𝗲𝗻𝘁𝗶𝗿𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘀𝗵𝘂𝘁 𝗱𝗼𝘄𝗻 𝗼𝘃𝗲𝗿𝗻𝗶𝗴𝗵𝘁, 𝗮𝗻𝗱 𝟲,𝟬𝟬𝟬 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗲𝗿𝗲 𝗰𝗼𝘂𝗻𝘁𝗶𝗻𝗴 𝗼𝗻 𝘆𝗼𝘂? Most leaders would panic. Mr Peng Sum Choe, CEO of 𝗣𝗮𝗻 𝗣𝗮𝗰𝗶𝗳𝗶𝗰 𝗛𝗼𝘁𝗲𝗹𝘀 𝗚𝗿𝗼𝘂𝗽, chose purpose. When borders closed and fear filled boardrooms, he made one of the most courageous leadership calls I’ve ever heard. ❣️ 𝙃𝙚 𝙧𝙚𝙛𝙪𝙨𝙚𝙙 𝙩𝙤 𝙧𝙚𝙩𝙧𝙚𝙣𝙘𝙝 𝙖 𝙨𝙞𝙣𝙜𝙡𝙚 𝙨𝙩𝙖𝙛𝙛 𝙢𝙚𝙢𝙗𝙚𝙧. In this week’s 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗜𝘀 𝗣𝗼𝘄𝗲𝗿 𝗣𝗼𝗱𝗰𝗮𝘀𝘁, Peng Sum shares how clarity, conviction, and faith guided him through crisis and how trust and values became his greatest strategy. This conversation will change how you see leadership in uncertainty. It’s about: ✨ How purpose outlasts panic ✨ Why trust can become a company’s strongest currency ✨ How conviction can turn chaos into clarity 🎧 Listen to the full episode: 👉 Spotify → https://lnkd.in/gbAPrbey 👉 Apple Podcasts → https://lnkd.in/gAKeiGQp Because the greatest test of leadership isn’t in calm. It’s in crisis. 📝Listen now and ask yourself: What kind of culture are you creating before the next crisis hits? If this story moved you, please share it or tag a leader who needs to hear it. Help me like and rate the podcast so that more people can hear of this! #ClarityIsPower #Leadership #LeadershipAsia #AuthenticLeadership #PurposeDriven #PeopleFirst #Courage

17

4 Comments

I just read a piece in the Financial Times about why dealing with past trauma matters for leadership (thank you for sharing Charmian Johnson) and it got me thinking about what that really means for people in caring professions, particularly coaches. We can be exceptionally trained. We can know frameworks and interventions. We can hold space brilliantly for others. And yet, inside, a large proportion of us never did the embodied work that helps our own nervous systems feel safe. Leaders aren’t born from competence alone. They’re shaped in the body by how safety and threat were first learned. For coaches, therapists, and helpers, this has huge implications: • We show up as “calm” even when our bodies are still slightly braced. • We teach regulation while our own systems stay on alert. • We understand trauma intellectually but our tissue never got the memo. In caring professions, we don’t just absorb others’ stories, emotions and trauma. We co-regulate (with ours). We hold emotion at a distance until it’s “safe” to feel it. Nearly everyone I know learned emotional containment early, not because we chose it, but because that’s what kept us connected and competent. That un-metabolised emotion doesn’t just sit in the past. It sits in the body. In the breath. In the muscle tone. In the nervous system’s default assumption of threat. When we skip the embodied side of trauma resolution, we get leadership and coaching that functions on the surface but is still braced underneath. That’s why leaders and helpers can be successful and still feel: • fatigued despite rest • emotionally flat or reactive • disengaged from their work even when it matters • easily overwhelmed by relational intensity Trauma-informed training helps with awareness but awareness alone doesn’t change nervous system patterns. For that, the body needs to experience safety, not just understand it. So when an article talks about trauma being crucial for leadership, the real question for us isn’t: “What do I know?” It’s: “What does my body still carry?” If the answer to that shifts, everything about presence, holding space, and leading with integrity changes too. Because you can teach regulation without embodying it and many of us do. But your nervous system will always tell the deeper truth. And that’s where real safety, resilience, and sustainable caring begins.

15

6 Comments

Have you ever thought about WHY staff leave WHEN they do? As part of our Retention Retreat workshop, we ask leaders to identify various reasons their staff leave at different times in their tenure with us. Here are some examples: - Before day one: They got a "better offer" before orientation - Within first few weeks: Sent to work alone without proper training - Within first few months: Never really connected with the team - After several years: No opportunity for advancement When we take a closer look at the timing of these departures, we're more likely to pinpoint the accurate reasons for tenure. Better yet, when we know folks are a flight risk by analyzing our turnover data, we can then place more effective incentives ("baby carrots" we call them) at the right time to keep people longer. Blanket approaches for retention do not work. Everyone leaves for different reasons, and at different times! What's another example of "why people leave when" that you have discovered? PS - We've got a great downloadable cheat sheet in our Magnet Vault, if you want to see it!

13

2 Comments

Not many coaches realize this. Jason Leow, ICF PCC, founder of The Doing Well Centre translates Western coaching jargon for his Singaporean clients.

7

Every family facing a loved one's medical decline needs someone who truly understands the journey ahead. As a Senior Crisis Navigator with ILO Senior Consulting, you'll be that guiding light for families navigating some of life's most challenging moments. This isn't just another job – it's a calling to make a real difference when people need support most. When families are overwhelmed by Medicaid applications, struggling to find the right care placement, or dealing with grief and family conflicts, you'll be there to provide clarity and hope. You'll help them understand their options, navigate complex systems, and find peace during difficult transitions. We're looking for compassionate individuals who want to specialize in senior care consulting. Whether you're already working in healthcare or considering a meaningful career change, this unique opportunity offers the chance to develop expertise in areas that truly matter – helping aging adults and their families through crisis situations. You'll learn proven methods for Medicaid assistance, senior placement, grief coaching, and family conflict resolution. Plus, we'll teach you how to build your own practice in this rewarding field. If you're passionate about supporting seniors and their families during their most vulnerable moments, we want to hear from you. Ready to become a Senior Crisis Navigator? Call us at (618) 471-9112 or email ILOconsulting567@gmail.com to take the next step. Let's talk about how you can start making a difference in families' lives.

1