Accountability Lab’s co-CEO Chief Innovation and Operations Officer, Jean Scrimgeour shared her first-learnings about how co-leadership helps position nonprofit organizations to better navigate today’s sector-wide challenges.

In January, executive orders to freeze all U.S. international development aid upended an already resource-strapped sector. Overnight, organizations that had spent decades building programs and partnerships found themselves facing existential questions and extremely difficult leadership challenges.

At Accountability Lab, we found our co-leadership model gave us an unexpected advantage. Eighteen months earlier, when Blair Glencorse, Cheri-Leigh Erasmus, and I decided to transition from a traditional CEO structure to shared leadership, we couldn’t have predicted how profoundly this choice would shape our ability to navigate the crisis. Collaboration is one of the values the Lab is built upon. Along with integrity, innovation, humility, and practicality, these values guide all our thinking and programs. We continually hold ourselves accountable to them and encourage others to hold us accountable as well. So, what began as a natural next step for an organization built on collaboration became our most valuable asset. Here’s our story and four crucial lessons we learned about co-leading through uncertainty.

Read the full story on Candid.org

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