This year reminded me why this work mattersWeaving people, purpose and action across 2025 | Kia ora koutou, e te whānau
If you’ve been leading or governing in a community or environmental organisation this year, you’ll know it’s been a tough one!
Funding pressure, stretched capacity, shifting priorities, and changing expectations around impact have all been part of the mix.
Sadly, we’ve seen some amazing organisations having to close the doors a a time when community need has never been greater.
What’s stood out to me is how many people are still choosing to lead thoughtfully, even when things feel uncertain or heavy.
This year has really reinforced for me why taking time to support each other, work collaboratively, think strategically, listen well, and stay grounded in current reality matters so much.
Here’s a short 3,2,1 snapshot of what I’ve seen make the biggest difference in my mahi this year |
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| | 3 things I’ve seen make the biggest difference |
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| 1. Leaders making space to think, not just react
The boards and teams who deliberately slowed things down, even briefly, made clearer and more confident decisions. Creating space away from the urgent helped people focus on what genuinely needed attention, rather than what was simply loudest.
2. Decisions grounded in current reality, not old plans
The organisations that made the most progress were honest about their context as it is now. They noticed what had changed, pressure points, capacity, relationships, and external conditions, and adjusted priorities and actions accordingly. Continuous review and refresh mattered far more than sticking rigidly to plans that no longer fit.
3. Inclusive processes leading to stronger commitment
When people were meaningfully involved in the thinking, not just informed at the end, there was stronger buy-in and follow-through. Good process didn’t slow things down, it helped decisions land and move into action. |
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| | 2 things this year reinforced for me |
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| 1. Strategy works best as an ongoing practice
Not as a document that sits on a shelf, but as a way of thinking together, checking assumptions, and making choices as conditions change.
2. A clear “why” acts as a compass when things get tough
Across organisations and agencies, leaders are under real pressure. The ones who stayed steady were those who were clear about why their organisation exists and who it serves. That clarity helped them make decisions, hold boundaries, and keep going, even when the path was challenging. Purpose didn’t remove the difficulty, but it gave direction when things felt uncertain. |
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| | | | The willingness of so many leaders, boards, and teams to have honest conversations, to try new ways of working, and to keep showing up for their communities and the environment, even when the path ahead isn’t clear. |
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| | | Heading into 2026, I’m focusing my mahi more clearly into three areas:
One is supporting leaders to prioritise well, helping them be smart about where they put their time, energy, and attention so their leadership has the greatest impact.
The other is supporting practical action for nature, helping small businesses and organisations take achievable steps that make a real difference.
Alongside this, I’m offering a carefully curated range of services focused on strengthening community-led action through effective governance, collaborative thinking and planning, strategy, and accountability.
If you’re starting to think about 2026 and know some leadership, governance, collaborative or strategy support would be helpful, feel free to get in touch. I’d love to talk about what might be useful for you.
Get in touch via www.wovencollaboration.nz or flick me an email at carolyn@wovencollaboration.nz
Meri Kirihimete ki a koutou me ō koutou whānau, ā, ngā mihi pai mō te tau 2026. Merry Christmas to you and your family and wishing you a great 2026.
Carolyn |
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