ABSTRACT
This chapter examines the management of change including examples of species population recovery and reintroduction, wider ecosystem and landscape transformations, community-based natural resource management, and threat reduction initiatives (including socio-economic change). Here, the leadership focus is on placed upon driving operational interventions rather than policy-level influence. Specific techniques of analysis including theories of change and psychological path models are discussed, leading to a later discussion of governance structures. Effective governance of an organisation is necessary to give leaders scope and freedom, alongside clear accountability. Governance which stifles innovation or slows the pace of intervention is to be avoided. Several governance structures are presented for NGOs, multi-agency programmes, and typical corporate and governmental organisations. A system of management by exception, based on agreed boundaries of authority and sensible routes for referring decisions upwards is presented. Delegation of responsibility to subordinates and the definition of limits of authority in job descriptions are presented. Suggestions for reporting systems (and what to avoid) for time-bound projects and programmes are included. To support this, a discussion of financial management processes is presented to enable the reader to consider financial data as a resource for leaders to properly understand the predictability and sustainability of their programme.
