Words: Beth Gallichan
Championing good causes has shaped my life and work, bringing immense joy and a sense of purpose. This commitment aligns with meliorism—the belief that, while the world is not perfect, it can improve through human action, responsibility, and moral progress.
In this journey, I’ve often felt torn between action and silence, between speaking out about the challenges I’ve faced and protecting the causes I hold dear. This inner tension led to feelings of anxiety and, at times, disconnection. I stopped sharing my thoughts and stepping into the flow of my work. However, this disconnection didn’t push me away from the cause—it led me to recognise a deeper truth: relationships are at the heart of meaningful change. These connections—both internal and external—hold the power to drive sustainable transformation. It’s not just about what we do, but how we do it, who we do it with, and how we nurture these bonds.
Polarisation, conflict, and misunderstanding affect not only the organisations we care about but also the social and environmental issues we aim to solve. When we approach these challenges with a mindset rooted in competition and scarcity, we risk perpetuating systems that deplete resources, including people and the planet. This mismatch has started to erode the very institutions we’ve worked hard to build. My experience at Durrell Wildlife Conservation Trust exemplifies this. It was a dream job, allowing me to contribute to a mission I deeply believed in. However, it revealed how leadership challenges and unclear communication can damage relationships, even in purpose-driven environments. Despite my respect for the mission, internal tensions had a significant impact—defensiveness and the neglect of valid concerns undermined the essential need for trust. Fundraising, at its core, is about relationships. It’s about creating networks grounded in reciprocity, where people feel empowered to contribute to the solution. The true strength of a network lies not in the money it generates but in the shared sense of purpose. When people feel connected to a cause, their support becomes transformative, creating a mutually beneficial sense of purpose that drives both the organisation and its mission forward.
Too often, the not-for-profit sector mistakenly measures success by cash flow alone, overlooking the relationships built along the way. We need clarity—not just about our mission and future plans but also how we invite others to join us. We must nurture relationships in all their forms: with volunteers, donors, staff, and communities. When we share and stay true to our values and needs, we create a sense of connection and belonging. Recognising these patterns of experiences within my work environments has led me to focus on regenerative thinking—a shift from depletion to regeneration. It challenges us to replace competition with collaboration and to view relationships as dynamic and evolving systems. Like ecosystems, relationships adapt, regenerate, and thrive when given the right conditions. This approach helps us face today’s challenges—whether climate change, biodiversity loss, mental health, or inequality—with greater resilience.
Regenerative thinking reveals our interconnectedness. Every decision ripples through the systems we belong to, from organisations to communities to the planet. Prioritising relationships allows them to evolve and adapt, creating resilient systems capable of long-term change.
However, we must acknowledge that resistance is part of the process. I’ve faced this resistance, especially within entrenched power structures. Despite our best efforts, we sometimes encounter walls of reluctance. In those moments, walking away has been a painful but necessary decision that creates space for healthier relationships and new possibilities. Regeneration requires recognising when something no longer serves the greater good and having the courage to let it go. Public awareness of how leadership decisions impacted people and animals at Jersey Zoo goes far beyond the events covered in the media or revealed by those labelled rebels or critics. It’s rooted in the real stories and connections of our island community. Through these connections, we measure whether actions align with the values we uphold. This is especially important in close-knit communities. If the integrity of these relationships is compromised, the health of the community and the organisation is at risk.
Regenerative thinking offers a path forward. It encourages us to recognise our interdependence, acknowledge our power, and design systems where resources and values flow equitably. By embracing diverse perspectives and creating shared ownership, we unlock the potential of people and places, continuing to grow in ways that benefit everyone. When we see the world as abundant and generous, we create space for a future full of hope. We can move beyond transactional relationships to those that regenerate, bringing people together for a common purpose.
As we move toward a more regenerative future, we must recognise the risks of neglecting relationships. Organisations that fail to prioritise these connections undermine trust, vital for sustainability. In small communities, where relationships are deeply interconnected, the failure to nurture them has far-reaching consequences.
Ultimately, the question is not just how we change the world, but how we relate to it. How can we transform our structures to support healthier, more sustainable relationships? How can we build communities that thrive together, not just survive? This is the work of regeneration—and it begins with the relationships we nurture and the systems we create.
I also recognise that I haven’t always got it right. I acknowledge my impatience, resistance, and failings, but I’ve decided to be the change I want to see. I’m committed to rebuilding and restoring relationships, and I welcome open communication as a sensitive, hyperactive, and creative mind, always striving to grow and improve.
@bethspoke
