Why we're meeting
These sessions replace the full Leadership Summit, which the budget position does not allow this year. They target the middle management layer, approximately sixty people, together with the Senior Leadership Team — broadly the same population that attended the August 2025 summit in Livingstone.
The design rests on one finding. Across four staff measurement instruments run between February and July 2026, middle managers rate the organisational culture lower than both the Senior Leadership Team above them and frontline staff below them. That is not resistance. It is accurate reporting from the layer carrying two contradictory mandates at once: embedding the Leadership Charter while delivering Agile Value Management and IPF restructuring.
What we aim to leave with
At the end of the engagement, leaders will have a shared understanding of the future strategy and operating model, collective ownership of solutions to key organisational challenges, greater accountability for commitments made, and a clear set of actions to strengthen culture, performance and execution across the organisation. More specifically, the engagement seeks to:
- 1Strengthen organisational trust, accountability and inclusion
- 2Drive ownership of organisational solutions and commitments
- 3Align leaders around an effective operating model
- 4Translate strategy into operational priorities
- 5Embed the desired culture and ways of working
- 6Leave with clear, actionable commitments
Where we actually are
Validate the evidence on culture, voice, inclusion and conduct against staff experience; report openly on prior commitments; diagnose 8 real organisational issues through to committed action.
Where we're going, what has to change
Shared understanding of what the FY2027–2030 strategy means for each team; build consensus on how IPF and ADP structures work in practice; move from awareness to demonstrated behaviour.
Our commitment
A documented commitment log of decisions, actions, owners and timelines — every issue raised gets a clear response and path forward.
Leadership Reflections FY26
Day 1 — Where we actually are
Evidence, accountability and diagnosis. Ends 17:20.
- 08:00 – 08:30Arrival, registration and coffeeAdmin team
- 08:30 – 09:00Opening devotion: "How are we showing up?"TBA
- 09:00 – 09:20Welcome and framingNational Director
- 09:20 – 10:00Session 1: SLT accountability report feedbackSLT members
- 10:00 – 10:45Session 2A: What our own data says about how we leadP&C
- 10:45 – 11:15Tea break
- 11:15 – 12:30Session 2B: Room respondsFacilitator
- 12:30 – 13:30Lunch
- 13:30 – 15:30Session 3: Team forming & diagnosis of the assigned issueFacilitator
- 15:30 – 15:45Tea break
- 15:45 – 17:05Session 4: Human LibrarySLT & Facilitator
- 17:05 – 17:20Close of day and prayerFacilitator
Day 1 outputs
- A shared reading of the evidence, tested against lived experience and recorded.
- The Senior Leadership Team's account of the March commitments and the 2025 initiatives, on record and heard by sixty people.
- Eight diagnosed organisational issues, owned by the teams that diagnosed them, each with a named team lead.
Day 2 — Where we're going, what has to change
Protocols, structure, strategy, and a first pass at solutions. Ends 17:20.
- 08:30 – 09:00Morning devotion: "Leading with courage in uncertainty"
- 09:00 – 09:10Recap of Day 1Facilitator
- 09:10 – 10:20Session 6: The two protocols in practiceFacilitator, P&C support
- 10:20 – 10:45Tea break
- 10:45 – 11:10Session 7: The honest positionNational Director
- 11:10 – 11:55Session 8A: IPF and ADP structure, work completedStructure Committee Chair
- 11:55 – 13:00Session 8B: Making the structure workFacilitator, Structure Committee
- 13:00 – 14:00Lunch
- 14:00 – 14:50Session 9: The new strategy — what it changes in my teamSAIL Director, National Director
- 14:50 – 16:05Session 10: Team design, first passTeams with table hosts; Facilitator roving
- 16:05 – 16:20Tea break
- 16:20 – 17:05Session 11: Peer critique roundTeams; Facilitator holds time
- 17:05 – 17:20Close of day and refinement briefFacilitator
Day 2 outputs
- Both protocols used in practice by every participant, with a plenary record of where they break down.
- Structure implementation decision log: resolutions, owners, transition support and the timeline to SMT and IPMT submission.
- Per team, a stop-and-start list against the FY2027–2030 strategy.
- Eight draft team proposals, peer critiqued against the standard sheet, with a named list of what each must fix overnight.
Day 3 (half-day) — What we commit to
Refinement, commitment answered in the room, Charter signed. Closes with a networking lunch at 12:55.
- 08:30 – 08:50Morning devotionFaith and Development Lead
- 08:50 – 09:25Session 12: Team refinementTeams; Facilitator roving
- 09:25 – 10:30Session 13A: Team presentations and live response — teams 1–4Teams, SLT responding, Board Chair in attendance
- 10:30 – 10:45Tea break
- 10:45 – 11:50Session 13B: Team presentations and live response — teams 5–8Teams, SLT responding, Facilitator
- 11:50 – 12:30Session 14: The Charter in practiceFacilitator, National Director
- 12:30 – 12:55Session 15: Fireside closeNational Director, SLT
- 12:55 – 16:00Luncheon / braai, recognition session, networkingAdmin team