David Miliband

The situation in Lebanon is a new scale of catastrophe.

One in five people forced from their homes, only 150,000 of the million plus people displaced in government shelters.

So people sleeping on the floors of relatives, the floors of friends, a few thousand also in tents in Beirut.

It's an extraordinary city.

You can drive past the Beirut Yacht Club and outside the Beirut Yacht Club, there are people in tents who've been forced from their homes.

The situation in Lebanon is a new scale of catastrophe.

One in five people forced from their homes, only 150,000 of the million plus people displaced in government shelters.

So people sleeping on the floors of relatives, the floors of friends, a few thousand also in tents in Beirut.

It's an extraordinary city.

You can drive past the Beirut Yacht Club and outside the Beirut Yacht Club, there are people in tents who've been forced from their homes.

Survival comes top, but I'm also very committed to the idea that if the humanitarian sector just chases its tail, if it neglects innovation, it's never going to succeed. So we try to work for the medium term, not just the short term. I think that's part of what it means to be strategic. I'm a great opponent of the idea that culture eats strategy for lunch.

Survival comes top, but I'm also very committed to the idea that if the humanitarian sector just chases its tail, if it neglects innovation, it's never going to succeed. So we try to work for the medium term, not just the short term. I think that's part of what it means to be strategic. I'm a great opponent of the idea that culture eats strategy for lunch.

Survival comes top, but I'm also very committed to the idea that if the humanitarian sector just chases its tail, if it neglects innovation, it's never going to succeed. So we try to work for the medium term, not just the short term. I think that's part of what it means to be strategic. I'm a great opponent of the idea that culture eats strategy for lunch.

And I'm a great opponent of the idea that strategy is only something for corporate boardrooms, not for NGOs. I think good strategy is about what you're trying to do and how you're trying to do it. And my view is that we're stronger for being a strategy-led organization.

And I'm a great opponent of the idea that strategy is only something for corporate boardrooms, not for NGOs. I think good strategy is about what you're trying to do and how you're trying to do it. And my view is that we're stronger for being a strategy-led organization.

And I'm a great opponent of the idea that strategy is only something for corporate boardrooms, not for NGOs. I think good strategy is about what you're trying to do and how you're trying to do it. And my view is that we're stronger for being a strategy-led organization.

I want to give a very simple answer to that, which is not intended to be glib. It's to do what we say. The biggest eroder of trust is whether what you say and what you do are not in line. And so when I say we want to treat our partners as experts who we are in alliance with, the tell is whether or not you do that.

I want to give a very simple answer to that, which is not intended to be glib. It's to do what we say. The biggest eroder of trust is whether what you say and what you do are not in line. And so when I say we want to treat our partners as experts who we are in alliance with, the tell is whether or not you do that.

I want to give a very simple answer to that, which is not intended to be glib. It's to do what we say. The biggest eroder of trust is whether what you say and what you do are not in line. And so when I say we want to treat our partners as experts who we are in alliance with, the tell is whether or not you do that.

When I say that we want to ask our clients what they think and we want them to be able to report when things are wrong, if they don't or if we don't react properly or we don't allow them to, then that's the trust problem. eroder, in the end, the biggest eroder of trust is whether words and deeds are aligned or misaligned. And that's how we build trust.