By Helen Burns
Picture this: you are a team leader running a day-long workshop with a group of managers from across the organisation. The workshop is going well, everyone is contributing and you are making progress.
After the lunch break your senior manager arrives unannounced, stands in front of the group and says: "This isn't going well at all; I'm going to take over now."
The philosophy of not-for-profit organisations seems to resonate with younger workers and managers. It may be about doing good work or it may be the growing 'not for the profit of shareholders' approach.
Lesley Parker reports.
Many not-for-profit managers will quietly admit to having a self-esteem problem. They are the 'poor cousins' - sometimes figuratively, but often literally - of their corporate sector peers.