The organisational values must come before any personal values; if they don’t align, you have to ask yourself if that is the place for you to work. As leaders, we just ensure that the organisation we work for has values that align with our own - if they don’t, it isn’t going to be a long term relationship

It is the responsibility of the leaders to first know the distinction between leaders in the pre-contemplation versus contemplation stages of green transformation. It is a crucial one to understand. In the pre-contemplation stage, leaders may be largely unaware of the need for environmental sustainability or resistant to the idea of implementing significant changes within their organizations. These leaders have not yet considered the benefits and challenges of transitioning to more eco-friendly practices so, how their subordinates should. They may view green initiatives as unnecessary expenses or burdens that will disrupt the status quo.

Conflicts are a part of learning and growth. It helps to understand the challenges, deal with the difference and move further with positivity; if handled well. Make the team understand that it is good to have a difference of opinion, but it's also important to know that there is no right or wrong. Moreover all the difference should not interfere with the organisational goals. Set goals should be clearly reiterated and make the team aware that, open communication only makes sense if respect is maintained without any further judgements and deviation.

The alignment of personal beliefs with an organization’s or school’s core values is most effectively achieved during the recruitment process. Beliefs, which form the foundation of values, are deeply ingrained and not easily changed. Therefore, it is crucial to ensure compatibility from the start. Differences in opinions on other matters, however, can often be resolved through open communication, honesty, and mutual respect between the organization and its staff members. Prioritizing these principles fosters a healthy and collaborative work environment.

We prioritize open communication and active listening within our team and with our donors. We strive to understand and address any concerns or disagreements respectfully and professionally, ensuring that our actions always align with our mission and donor trust.

Conflicting values don’t always mean incompatibility. The focus should be on finding ways to align, respect differences, and contribute to the shared mission. If alignment isn’t possible, exploring new opportunities may ultimately be healthier for both the individual and the company.

Aligning organizational goals amidst staff conflicts requires a strategic approach that addresses the underlying issues causing the conflicts towards common objectives. A few ways can be: Fostering an environment of open dialogue where staff can express their concerns and feelings to ensure everyone feels heard and valued. Clarity in communicating the organization's goals and staff's contribution to these objectives. Training on equipping employees with the skills to handle personal situations constructively. Regularly check in on the progress of resolving conflicts and aligning goals. Acknowledge and reward staff.This encourages a culture of cooperation and reinforces the importance of aligning with organizational goals.

Firstly listen and understand others point of view. Look for meeting points between staff and organisation with staff. Find ways for collaborative solutions ensuring the organization’s vision is the goal all want to achieve. Staff are instrumental in marketing the objectives of any company.

Establish Clear Boundaries: Be clear about the distinction between personal beliefs and professional responsibilities. While personal beliefs are respected, it’s important to ensure that actions taken at work align with the organization's standards, especially when it comes to policies on inclusivity, safety, and fairness.