Sayid Consulting Inc.

We're grateful for all the leaders and organizations who chose to collaborate with us in 2024. Thank you! ?????? #HumanizingStrategy Sayid Consulting Inc.

I’ve started plenty of strategic planning sessions—but never with prayer! ?? I’m sharing images from of a multi-day session with Salal Sexual Violence Support Centre including the opening ritual and glimpses of their beautiful new space. So many highlights in my work with this organization, but one that really stood out for me was the opening of this session. ??The pace was intentionally slow, grounded in ceremony, and if I’m being honest—I found myself pacing a little. ?? And with the news that just came out about WAGE, there was a palpable sense of collective anxiety in the room. ??As a facilitator, I’m wired to think about time—keeping things moving, making sure we stay on track. But this session invited me to rethink time itself. ??We started in a closed circle, guided by an Elder, thank you Sharon Brass, with reminders of the four directions, the four elements, and the four seasons—each representing a different rhythm of time. We were reminded of the meaning of 'All My Relations'—that we are all connected, not just to each other but to those who came before us and those who will come after. ??A water ritual, not just symbolic but deeply grounding, reminded us that time flows, that moments should be felt, not just scheduled. A reminder that this work is not just about decisions and documents but about relationships, reciprocity, and responsibility. ??The presence of the Red Dress held space for those missing, an acknowledgment that time carries both memory and responsibility. ??This wasn’t about rushing toward a deliverable. It was about slowing down, listening, and allowing the process to unfold as it needed to. A different way of planning: ...one that honors the work, the people, and the time it truly takes to create change. ...one that feels—dare I say—human. ?? Alhamdulilah ?? #facilitation #facilitator #change #decolonize

Every major change initiative in an organization—whether it’s a shift in priorities, a new program, a complete transformation, or a strategic plan—depends on one thing: buy-in. From John Kotter to Peter Senge, all emphasize that real, lasting change isn’t just about having a well-written plan. It’s about engaging the right people, at the right time, in the right way. In our planning process, we've become highly intentional about creating a committee to guide the process and including a communications plan throughout the process. A plan is more than a roadmap; it’s a process that aligns vision with action, builds commitment, and ensures that strategy doesn’t just live on paper but drives real change. But for that to happen, you need the right voices in the room—the people who will shape, challenge, and champion the plan... Here are some folks to consider as you undergo a change imitative and the creation of a plan... We had a blast putting this list together! Let us know what you think—but more importantly, who would you add (or strategically leave out)? Drop your best (or worst) picks! Blessed Wednesday! Sayid Consulting Inc. #facilitation #facilitator #strategy #process #People #planning #change

Strategy can feel like running on a treadmill—lots of effort, no forward motion... You ever been on a treadmill, running full speed, sweating buckets… which is great because, hey, you’ve definitely done something… but also, you haven’t actually gone anywhere? ?? That’s exactly what happens when teams try to push a strategy forward without tackling the real roadblocks. They’re brainstorming, launching initiatives, hustling hard… but somehow, they’re still stuck in the same spot—like running in place on max incline. So instead of diving headfirst into solutions, we hit pause and used Underlying Contradictions and Force Field Analysis—because sometimes, the problem you see isn’t actually the one holding you back. Context always matters, but here’s the process we used for this group… ??Step 1: Digging Deeper with Underlying Contradictions We started by listing out all the frustrations—the bottlenecks, miscommunications, stalled projects. Then, we looked for patterns. A funding gap wasn’t just about money; it was about misalignment between needs and resources. Slow progress wasn’t just about approvals; it was about competing priorities across teams. By the end, we had four underlying contradictions—the root tensions. And once those were named, we had clarity on where to intervene. ??Step 2: Mapping the Forces at Play Then came Force Field Analysis, which is basically a way to visualize what’s working for you (tailwinds) and what’s actively making your life harder (headwinds). ? What’s pushing us forward? (Key allies, recent policy shifts, sheer determination fueled by caffeine??) ? What’s making progress impossible? (Complicated processes, burnout, and at least one existential crisis??) ??Step 3: Now We Strategize Once the forces were mapped, we focused on what we could actually shift—strengthening the drivers and weakening the restraints... ... So often, teams get stuck because they’re addressing symptoms instead of systems. It’s like running faster on a treadmill, hoping that will somehow get you to your destination. This process brings clarity to what’s really going on—so change doesn’t just feel possible, but actually happens. It also helps when you use color-coded markers because it visibly and realistically shows what's for us and against us . ???????? #facilitation #facilitator #strategy #OrganizationalDevelopment #change

We're putting the finishing touches on a retreat for a planning session, and I wanted to give a shoutout to: ?? Somerset West Community Health Centre for its commitment to this work. ??I also want to acknowledge my friend and colleague Gustavo Razzetti for his Legacy Canvas and his insights on culture design, which challenge us to move beyond shortcuts and truly invest in lasting change. I’m grateful for the learnings from this process and wanted to share them: ??SWCHC recognizes that this is about shaping a culture of impact, equity, and long-term change. ??One of the tools we’re using, the Legacy Canvas (generously shared by my colleague Gustavo from Fearless Culture, helps ground our thinking in the lasting footprint of our work. ??However, as Gustavo Razzetti highlights in his brilliant article "Why Successful Culture Design Requires More Than Recipes," there’s a risk in relying too heavily on templates and structured exercises without engaging in the deeper, messier work of culture change. ???? Following a recipe doesn’t make someone a chef. ????Filling in a template doesn’t mean an organization has built a strong culture. ??Organizations that succeed in culture change don’t just capture their aspirations in a document—they actively shape the behaviors, mindsets, and decision-making processes that bring those aspirations to life. WHAT THIS MEANS FOR OUR SESSION AT SWCHC: ??We’re not here to “fill in” the Legacy Canvas and call it a day. This tool helps us reflect, but it’s the conversations and commitments we make that will shape the future. ?? They are reflecting AND acting on the question: How do we create a culture where equity, reconciliation, and community health aren’t just values on paper, but deeply embedded in how we work? ??The Truth and Reconciliation Commission’s Calls to Action remind us that real change requires more than statements of intent—it demands structural shifts and ongoing commitment. In that same spirit, SWCHC has implementation strategies and opportunities for each Call to Action in 'Health' Reading and transcribing each Call to Action has been an experience. Awareness is one thing; fully engaging with their weight and urgency is another. These are not just policies but challenges—asking us to reconsider how we lead, show up, and take responsibility for the systems we shape. We will post them on the wall, not as a backdrop, but as a mirror before we map out priorities for 2025-2026. Blessed Sunday! ?????? #facilitation #facilitator #change #culture #SystemsChange #organizationaldevelopment

How we ask questions shapes the future. Are we asking the right ones? Too often, engagement processes like surveys, focus groups, and interviews are structured to extract data rather than build relationships. We ask communities for their insights, but the process can feel transactional, extractive, and one-sided. The way we ask questions matters—it shapes not just the answers we receive, but also how people experience the process and whether they feel valued. Corporate jargon, often designed for efficiency and competition, reduces strategy to transactions—focused on “trade-offs,” “winning,” or “market positioning.” But what if we reframed these questions to reflect responsibility, continuity, and shared wisdom? I've been reflecting on some of the big, bold strategic questions posed by thinkers like Jim Collins, Roger Martin, Peter Drucker, and Henry Mintzberg—brilliant minds whose work has deeply influenced how I approach strategy. Their frameworks are powerful, but like all great ideas, they land differently depending on who you're in conversation with. After some deep reflection (and maybe a little bit of gentle nudging toward a broader perspective), I’ve reworked these questions—not to replace their brilliance, but to translate them into a more relational, community-centered lens. Sharing here for anyone navigating the balance between strategic rigor and wisdom rooted in relationships! ?????? #strategy #relationships #process #facilitator #facilitation #community

This might feel uncomfortable—but that’s the point... Is your nonprofit truly sharing power—or unintentionally reinforcing saviourism? Many nonprofits operate with good intentions, yet well-meaning actions can sometimes reinforce harmful power dynamics. That’s where white saviourism comes in. White saviourism happens when organizations or individuals from dominant groups position themselves as the ‘heroes’ of social change rather than working in true partnership with the communities they serve. It often manifests as top-down decision-making, centering donor or funder priorities over community needs, or portraying marginalized groups as passive recipients rather than active leaders. Even organizations deeply committed to justice can unintentionally replicate the same inequities they seek to dismantle. In our planning and organizational development work with leaders, teams, communities, and organizations, we focus on community engagement, leadership representation, narrative framing, sustainable impact, and continuous learning as key areas to reflect on when examining how organizations engage with communities. Here are some questions to reflect on.... #power #facilitation #facilitator #collaboration #community

Ever sat through a session that felt... flat? Maybe it wasn’t the content—it was the environment. What if we designed meetings that engaged more than just sight and sound? I’ve been diving into the science behind sensory engagement and how it shapes our ability to think, connect, and stay present. It turns out that our environments do more than just set the mood—they actively influence memory, creativity, and focus. Certain smells and sounds can make groups feel more at ease, while movement and nature elements fuel problem-solving and engagement. Even subtle factors, like plants and white noise, help regulate attention and reduce cognitive fatigue. If we know that multi-sensory experiences enhance learning and collaboration, why do so many facilitated spaces ignore them? Here are some practical ways we've been engaging folks in our sessions: ???????????? & ?????????????????? ????????????:? ??We bring in?plants—they reduce stress, improve air quality, and create a sense of calm. ??If indoors, we use?natural light?or warm, soft lighting to reduce eye strain. ?? Incorporating natural materials (wood, stone, woven textures) into the space creates a grounding, organic feel. ?????????? & ?????????? ?????????? ??We curate an intentional?soundscape—background white noise, soft instrumental music, or nature sounds can set the mood. ??We use?silence strategically—pause longer than usual after key moments to let ideas settle. ?????????????? ???????????????????? ?? Offer?textured objects?(e.g., clay, smooth stones, or fabric) during reflective activities....fidget toys are a favorite! ??Encourage?writing or sketching—pen-to-paper engagement enhances cognitive processing. ???I also try to use flipcharts with visuals—they signal thoughtfulness and care, making discussions more tangible and engaging. ?????????? & ???????????????????? ??Subtle scents like?citrus?(alertness) or?lavender?(calm) can shape energy in a space (be mindful as some folks might have environmental sensistivies). Ensure?good airflow—stuffy rooms drain energy quickly. ???????????????? & ?????????? ???????????? ??We LOVE paired walking conversations?instead of static discussions. ??We use?standing tables (when possible) or alternative seating?to encourage dynamic engagement. ?? Intentional room layout—circular seating arrangements promote inclusivity and conversation, while open space encourages movement. ???????? & ???????????????? ???????????????????? ?? Having tea, coffee, or infused water available makes the space feel welcoming. ?? Offering small snacks like nuts, fruit, or dark chocolate can help sustain energy and focus. ?? Using food intentionally—like a shared meal or snack break—to foster connection and conversation. Facilitation isn’t just about guiding conversations—it’s about curating an?experience. I would love to know how others use sensory elements in your sessions? #facilitation #facilitator #ExperienceDesign #engagement

The case for relationships in planning and change... Yes, getting information from diverse voices is important to inform a plan, but what’s even more important is creating opportunities for real engagement—where people feel heard, valued, and invested in the outcome. As Paul Boorn emphasizes in 'Community Conversations', transformation happens when we move beyond consultation and into deep collaboration. Plans don’t create change—people do. And people commit to what they help create. Todays super important reminder: ????A plan is only as effective as the buy-in it generates and ????meaningful participation ensures that strategies are not only well-informed but also actively supported by those responsible for bringing them to life! One of my favorite parts of any planning process is creating opportunities for cross-pollination of ideas—whether among member organizations, community members, staff, funders, donors, polciy makers, or other key stakeholders. Meaningful change, especially systems change, requires breaking down silos, fostering dialogue across different perspectives, and challenging assumptions. It’s through these rich exchanges that new solutions emerge, power dynamics shift, and collective action gains momentum. True transformation isn’t just about a well-crafted plan—it’s about building the trust, alignment, and a shared vision. Blessed Friday! #facilitation #facilitator #change #organizationaldevelopment #relationships

A simple and structured approach to healing and moving forward... Trust isn’t built overnight, and when it’s been fractured within a team, it takes time repairing it. I recently revisited Richard Hackman’s research on team effectiveness which highlights that trust isn’t something teams either have or don’t—it’s developed over time through shared learning, reflection, and action. In one intervention we're working on, in a recent session, we used a strengths-based yet honest approach to help a team navigate trust issues and move toward a more connected way of working. We started with a Rose, Thorn, Bud reflection to surface the team’s experiences: ?? Rose – What’s working? What strengths do we want to carry forward? ?? Thorn – What’s been difficult? What’s caused frustration or pain? ?? Bud – What opportunities or changes could help us move forward? This gave us a shared foundation—a way to acknowledge both the good and the challenging without getting stuck in blame. The Thorn conversation was a heavy one and I admire the courage that was taken to have it! ???? But naming issues isn’t enough—trust grows through action. So we moved into a structured problem-solving process: (warning, I may have overkilled the metaphor...but metaphors work!) ?? PRESERVE THE ROSES – What’s strong within the team that we must protect and nurture? What practical steps can we take to sustain these strengths? ?? PULL THE WEEDS – What’s holding us back, and how can we begin to remove it? If we can’t fully eliminate a barrier, how do we work around it? ?? CULTIVATE THE BUDS – What promising ideas should we start experimenting with? What first steps can we take, and who needs to be involved? Since trust was fragile, we conducted this entire process anonymously to create psychological safety and encourage honest participation. Anonymity: ? removed fear of judgment, allowing for deeper honesty. ? kept the focus on issues, not individuals, preventing blame. ? helped surface unspoken tensions, allowing for deeper conversation. Trust-building isn’t a one-time fix and it certainly will not be built with a rose, bud, thorn exercise or even several sessions. But as Hackman’s research shows, trust develops through consistent, aligned actions, not just discussion....and when teams take the time to name what’s working, what’s not, and where they want to go together, they create a real foundation for change. #facilitation #facilitator #trust #OrganizationalDevelopment #change