Supporting Edinburgh Dog and Cat Home’s Management Team

The Client

For 140 years, Edinburgh Dog and Cat Home has been there for dogs and cats in need. The charity works tirelessly to keep loving homes whole by providing food and advice through Pet Food Banks and Pet Care Clinics. When that’s not possible, they take in animals and give them the best possible care – from veterinary support to training and enrichment – to prepare them for their future families. 

The Challenge

Like many charities, Edinburgh Dog and Cat Home faces increasing pressures: 

· Demands on the team’s capacity to deliver both operational and strategic work. 

· Pressure on fundraising to sustain essential services. 

· Staff wellbeing and cohesion, with silos emerging and accountability sometimes unclear.

The management team wanted a space to feel seen and heard, to have honest discussions, and to clarify how the organisation’s strategy translates into their daily work. Key areas of focus included: 

· Finding balance between strategic and operational priorities. 

· Understanding accountability vs responsibility in leadership. 

· Breaking down silos and building stronger collaboration. 

The Solution

To address these challenges, we designed and delivered two facilitated sessions for the management team. These sessions created a safe space for discussion and exploration, with a focus on: 

· Delegation – exploring different styles beyond simply “hands-on” vs “hands-off.” 

· Balancing strategic and operational demands – using tools like the Eisenhower Matrix to prioritise effectively. 

· Shared learning – discussing real experiences, pressures, and objectives. 

· Strengthening accountability – clarifying responsibility vs accountability in team leadership. 

· Team alignment – creating clarity on the Home’s strategy and how it connects to their work. 

The Impact

The sessions had a significant impact on the team’s confidence, cohesion, and focus: 

· A renewed recognition that “we are all phenomenal – we are all doing our best.” 

· A shared language around delegation and accountability, making leadership expectations clearer. 

·Practical tools such as the Eisenhower Matrix, helping the team prioritise and reflect on progress. 

· A commitment to continue the conversation with the Senior Leadership Team (SLT) to keep strategy at the forefront. 

· Stronger understanding of how to balance immediate pressures with long-term goals. 

The outcome was a team that left feeling seen, supported, and better equipped to work together in leading the Home forward.