Week 2 of my Leadership in Action project at Logos NGO was about moving beyond observation and into coordination. After completing my initial marketing audit in Week 1, my priority this week was to validate and sharpen my findings by bringing more of the team into the process. Because colleagues work different hours (and are often busy with international projects), gathering input required flexibility: I held interviews whenever people were available, making sure different roles and perspectives shaped the direction of the communications work rather than relying on a single viewpoint.

A key output from this was consolidating staff feedback into a clearer communications document. This began to translate audit insights into practical structure- especially around emerging content pillars and how Logos could think more intentionally about target audiences. I also tested assumptions externally: noticing communication gaps, I used Instagram polls to ask followers directly what they needed and what felt unclear. Seeing the audience confirm many of the same improvement areas was both reassuring and useful, because it grounded the strategy in real user feedback rather than only internal opinion.

Alongside the core consultancy work, I contributed to an Erasmus+ partnership project by producing a social media report for the Social I.M.P.A.C.T project, supporting partners in Spain, Sweden, and Germany. This task arrived mid-week and required me to re-prioritise quickly: an important reminder that NGO work often involves balancing longer-term strategy-building with time-sensitive deliverables that serve wider networks.

Unexpectedly, Week 2 also stretched my leadership through direct people management. While a team member was on annual leave, I stepped in to coordinate four Turkish volunteers and delegate content-related tasks to support the organisation’s social media. I briefed them and set clear, practical deliverables: brainstorming podcast ideas, building a photo bank (including images around Poznań and near the office for future promotional use), filming a volunteer-vs-native-speaker Polish pronunciation challenge, and creating a Canva template for a “Meet the Volunteers” post to help close a visibility gap in the organisation’s storytelling. Leading this work required judgment: choosing tasks that were realistic, aligned with the brand, and motivating, while also showing patience and empathy when content creation felt outside some volunteers’ comfort zones.

Beyond the project deliverables, I was also able to engage with the local community in a different way by acting as a translator for attendees at an art exhibition at Kut Fundacja. This experience was meaningful because it placed communication in a broader context: supporting access, inclusion, and connection. Values that align closely with youth work and with the wider purpose of my LIA.

Overall, Week 2 helped me see the consultancy not just as producing documents, but as building shared clarity and momentum. I strengthened the project’s direction by combining staff insight, audience feedback, and tangible content experimentation, while also learning to adapt quickly when priorities shift.