So you know how things go. You are flowing by with studies, work, friendships, relationships when something new gets introduced to your routine. It starts as an off beat recommendation, and whilst you’re not doing anything else that’s specifically central or significant in your life, you join in on the flow of this new thing in life.
Then weeks go by and despite hesitations because of other well established patterns in your life, you find yourself making more space for this new thing. Then you need to sense check, so you pull away, dismiss it, and there it goes it pops up again seeking your attention.
So you start thinking, what to do. Time invested means previous patterns are being challenged, smoked out, and you’re still unsure if it’s a fluke or will stick around for a while. And then more time goes by and it is still there. Sometimes it feels annoying, tiring, unbalanced, but you realise like with most things settling into a new job, relationship, friendship, hobby is an ongoing process of exploration.
And then the penny drops; your commitment to keep exploring is the juice of life, and as long as you don’t get stuck in a tunnel vision, the scheme of things will keep on evolving and merging with who you’ve become.
Fourteen years of experience have brought me a number of realisations when working with clients in the third sector.
In development, the expectations are to build networks and to ‘cultivate’ the relationships. Then build a case for Support, aka business plan, for various programmatic areas stemming from the organisation’s theory of change.
It should be a straight forward mutually dependable action. You may have a highly skilled team, lots of contacts but outcomes are reliant on the exec team’s understanding of business development and willingness to incorporate in the day to day business outputs for it to succeed.
Grants and donors may be willing to support the cause however unless the programme teams have longer term plans and the exec team are open about discussing them with donors, there’s little scope for sustainable business.
Often, without integration, organisations suffer in the longer term.
In campaigning it is often hard to know how lobbying will affect policy. Excluding assumptions, teams know the topics and focus of the work, and may incorporate emerging trends an themes in the broader proposition. This is a inclusive way of indicating awareness of things businesses are talking about. This is paramount to bridging the slower pace of civil society to the faster paced corporate environment.
Organisational resilience can only successfully survive when the relationships, both internal and external, have a clear understanding on today’s expectations with an eye on spotting opportunities to lay the brick work for the future.
It all begun late at night walking the streets of Rome.
Me and a bunch of Italians, in our 20s where walking to a place I can’t quite remember now.
I can recall the excitement of the new experience ahead, a new thing to discover, having fun, drifting from one place onto another.
Coming back to art school, developing the photos, I realised having taken a photo of our feet, walking. This small and unimportant detail became the point of recall of what the hang out felt like at that point in time.
The style, became a thing over the years.
Photos of shoes on feet in places. They were taken when there was time to absorb the moment. When life paused. A documentary without the documentation, yet a personal moment of just being.
The following photos follow the trail of moments over the past twelve months or so, from early 2018.
This is something I wanted to do for awhile. There may be more from the past in blog posts to come, or of moments from further back into the past.