The pull of Pilotlight Helping charities to become more effective and sustainable can make you a better leader Writing Peter Moss
I
t’s often said that great minds think alike. But I know I wouldn’t want my boardroom to be full of people with the same experiences of, and approaches to, life and work. I think great minds, and great leaders, need varied views on the world, and therefore need opportunities to broaden their experiences and gain insights by working with issues, organisations and people outside their own industries. In the past, I have been guilty – as have we all, I’m sure – of failing to fully appreciate the different perspectives of colleagues, let alone those of wider stakeholders. But through a charity called Pilotlight,
I have enjoyed some eye-opening and hugely rewarding experiences. These experiences have helped me give something back to society and broaden my mind. They have also, I very firmly believe, made me a more effective leader. Pilotlight helps to make small UK charities more effective and sustainable by connecting them with teams of senior professionals who provide coaching and mentoring to their leaders. I am one of the thousands of business people who has acted as ‘Pilotlighters’, as we are called. We create longlasting impact for charities while also expanding our own experience and skills. More than 100 of the country’s top companies have encouraged their leaders to get involved with Pilotlight. Among