I believe that our economy is built on the backs of entrepreneurs. I also believe that it is society's responsibility to care for society. That being said, I believe that nonprofits are the entrepreneurial solution to fulfilling that responsibility. It is not surprising then, to find that many who desire to start nonprofits are really entrepreneurs at heart.
It sometimes surprises them, since they have not always thought of themselves in those terms. It seems there is something about being a for-profit that scares people. The thoughts of losing investment, organizational accountability, business plans and even hiring staff seem intimidating. The truth is, you have those same concerns with a nonprofit!
Nonprofits would be more successful if they thought of themselves in the same terms as a for-profit venture. Have a plan, have a budget that you follow, be accountable to your mission, your donors, and your federal and state reporting agencies. Familiarize yourself with the best practices of operating a successful organization and get good at them!
Monday, January 16, 2012
Friday, August 6, 2010
Non-Profit Board Cooperation
What did you do when you were a child and the kids you were playing with just wouldn’t behave? Or maybe they wouldn’t take your suggestion on what game to play? Did they sometimes bully you into doing exactly what they wanted? Did it make you want to “pick up your ball and go home”?
Have you ever found yourself in exactly the same situation as an adult? Let’s talk specifically about non-profit boards. Have you, or are you now serving on a board that cannot get along? Nothing beats down the purpose of a non-profit board quicker than members who are more concerned about personal acclaim or notice than they are about the good of the organization. There may be no “I” in team, but there is a “Me” somewhere in there and that’s what some board members focus on.
One of the great things about non-profit boards is the individuality that comes together for one good purpose. This individuality can also be a hurdle that must be crossed to accomplish the purpose of the board, if it cannot be integrated into the individuality of others. Just like children, we do not like to work with people who “can’t play well together.” Unfortunately, picking up and going home seldom serves the organization.
A better solution is to choose your playmates, I mean board members, more judiciously. Rather than selecting a board member based on an immediate perception of passion, resources or capability, look deeper at what that individual will bring to the job the board has of working together to govern the organization. But how can you be sure?
First, advisory boards are great to give candidates a place to show how they work together in a team environment. Working on events or activities can also give an indication of how invested a candidate will be in the mission. Provide opportunities to see a board candidate in action before offering them a position. I promise you that if they do not work well in those other areas, they will not change in a board environment.
Second, put a process in place that will protect the board against poor selections. A good process for vetting and installing new members can also prevent board members from being placed in the awkward position of explaining to someone they have asked to serve why the board has decided it wouldn’t be a good idea. Standardizing the process will make everyone more comfortable that decisions are made fairly and with thought.
Just like on the playground, we can find ourselves interacting with people who have never learned to “play well” with others. But we can protect ourselves and our organizations against some of that by choosing wisely who we put on our team.
Have you ever found yourself in exactly the same situation as an adult? Let’s talk specifically about non-profit boards. Have you, or are you now serving on a board that cannot get along? Nothing beats down the purpose of a non-profit board quicker than members who are more concerned about personal acclaim or notice than they are about the good of the organization. There may be no “I” in team, but there is a “Me” somewhere in there and that’s what some board members focus on.
One of the great things about non-profit boards is the individuality that comes together for one good purpose. This individuality can also be a hurdle that must be crossed to accomplish the purpose of the board, if it cannot be integrated into the individuality of others. Just like children, we do not like to work with people who “can’t play well together.” Unfortunately, picking up and going home seldom serves the organization.
A better solution is to choose your playmates, I mean board members, more judiciously. Rather than selecting a board member based on an immediate perception of passion, resources or capability, look deeper at what that individual will bring to the job the board has of working together to govern the organization. But how can you be sure?
First, advisory boards are great to give candidates a place to show how they work together in a team environment. Working on events or activities can also give an indication of how invested a candidate will be in the mission. Provide opportunities to see a board candidate in action before offering them a position. I promise you that if they do not work well in those other areas, they will not change in a board environment.
Second, put a process in place that will protect the board against poor selections. A good process for vetting and installing new members can also prevent board members from being placed in the awkward position of explaining to someone they have asked to serve why the board has decided it wouldn’t be a good idea. Standardizing the process will make everyone more comfortable that decisions are made fairly and with thought.
Just like on the playground, we can find ourselves interacting with people who have never learned to “play well” with others. But we can protect ourselves and our organizations against some of that by choosing wisely who we put on our team.
Saturday, October 10, 2009
Elevator Speech
Most salesmen understand they need to have a 90-second "elevator speech" that accurately and succinctly describes their product. As non-profit managers, board members and volunteers we should be able to do the same thing with the organization we support. We should be able to anser the questions "What is (your organization)?" "How did you get involved?" and "Why is this important to you?" briefly, yet in such a way that additional questions are welcomed.
I suggest starting by developing your thoughts around the following three ideas:
1) Know the compelling reason the organization exists
2) Be able to share the reason you are involved with the organization
3) Be able to tie together your involvement with the goals of the organization
Know how to express how you feel about these three thoughts and you can take a conversation as far as the listener will allow you to go, without feeling awkward about your answers. Remember, this may be the listener's only opportunity to hear about your organization - make it good! Know how you feel and be able to say it briefly (i.e. 90-second elevator speech).
I suggest starting by developing your thoughts around the following three ideas:
1) Know the compelling reason the organization exists
2) Be able to share the reason you are involved with the organization
3) Be able to tie together your involvement with the goals of the organization
Know how to express how you feel about these three thoughts and you can take a conversation as far as the listener will allow you to go, without feeling awkward about your answers. Remember, this may be the listener's only opportunity to hear about your organization - make it good! Know how you feel and be able to say it briefly (i.e. 90-second elevator speech).
Thursday, September 10, 2009
Communicate to Connect
I once spoke with a legislator from Arkansas during the Whitewater scandal involving the Clintons. He told me Bill Clinton would never be convicted of wrong-doing connected with the pursuit of money. He commented that money didn't matter enough to President Clinton and he was always more concerned that people like and support him. He continued, "If Bill Clinton walked into a room of 500 people and there was one person in the room that did not like him, that is who he would immediately seek out in an effort to connect with and "win over" that person."
While I did not respect President Clinton for much of who he was, he did understand the importance of connection. It paved his way for political success and kept him surrounded by supporters even during times of personal and professional upheaval.
There's an old saying that points out, "It's a lot easier to hate someone you don't know." It's all about connection. If you are a non-profit looking for support, think about how you can connect with the community and communicate your message at every opportunity.
While I did not respect President Clinton for much of who he was, he did understand the importance of connection. It paved his way for political success and kept him surrounded by supporters even during times of personal and professional upheaval.
There's an old saying that points out, "It's a lot easier to hate someone you don't know." It's all about connection. If you are a non-profit looking for support, think about how you can connect with the community and communicate your message at every opportunity.
Tuesday, August 25, 2009
Passion - Good or Bad?
It seems that everyone is looking for passion. Employers want passion from their employees, coaches want their teams to be passionate, speakers, preachers, and salesman all seek to motivate and create passion in their audiences. New non-profits often exist because someone is passionate about a particular cause. But how important is passion to the overall success of our business, team, church, or non-profit?
Having been a coach for several years and a sports fan forever, I have witnessed many "upsets" of favored teams by a "passionate" opponent. Most of us can pick out one or two of these instances when the underdog fought off the odds and exceded their potential - coming away with a victory even they did not expect. The real question, however, is how did those teams do after that victory?
While a single passionate victory can do a lot to motivate or inspire greater successes, they seldom change overall outcomes, if that victory is built on passion alone. Passion built on knowledge and understanding, however, can sustain you. A team that is passionate because it understands what is necessary to win, will win more often. A business whose employees are passionate because they know their company is a quality company with a good plan to be successful will be passionate for the long-haul.
Most important, a person whose faith is built on knowledge and understanding will be sustained through the good times and bad because their faith is not dependent upon passion alone. Likewise, a non-profit that involves people who are passionate only, but not willing to invest themselves in the mission, will someday find itself struggling to survive.
The bottom line is that passion without understanding is shallow at best and seldom sustains. As a leader of your business, church, or team do not hang your future on passionate people without providing them with the tools they need to support their passion. If you do, when the down times come (and we all know they will) you will find the dip in enthusiasm will be less prominent and easier to reclaim.
Having been a coach for several years and a sports fan forever, I have witnessed many "upsets" of favored teams by a "passionate" opponent. Most of us can pick out one or two of these instances when the underdog fought off the odds and exceded their potential - coming away with a victory even they did not expect. The real question, however, is how did those teams do after that victory?
While a single passionate victory can do a lot to motivate or inspire greater successes, they seldom change overall outcomes, if that victory is built on passion alone. Passion built on knowledge and understanding, however, can sustain you. A team that is passionate because it understands what is necessary to win, will win more often. A business whose employees are passionate because they know their company is a quality company with a good plan to be successful will be passionate for the long-haul.
Most important, a person whose faith is built on knowledge and understanding will be sustained through the good times and bad because their faith is not dependent upon passion alone. Likewise, a non-profit that involves people who are passionate only, but not willing to invest themselves in the mission, will someday find itself struggling to survive.
The bottom line is that passion without understanding is shallow at best and seldom sustains. As a leader of your business, church, or team do not hang your future on passionate people without providing them with the tools they need to support their passion. If you do, when the down times come (and we all know they will) you will find the dip in enthusiasm will be less prominent and easier to reclaim.
Friday, August 21, 2009
The Elevator Speech
Businesses know about the "elevator speech" a salesman should be prepared to give at any place or time. It is the 30 seconds a salesman has to tell someone who he (she) is and what he sells in such a way that it provokes additional interest in him (her) and the product. The term comes from the approximate time you have on an elevator to visit with those on the elevator with you.
Non-profits should take a lesson from business (again). Every non-profit has a mission statement, but is it something that can be articulated in the course of that elevator ride? I think one of the biggest mistake that can be made is developing a mission statement that is too long, covers too much information, and is difficult to remember - much less communicate quickly and easily.
Every executive director, fundraiser, and board member should be able to articulate in 30 seconds the purpose of their organization to anyone who might ask. Start this process by using a mission statement that is short and easy to remember. If you can't make it your mission statement, at least come up with a comment that can answer the question "Really, what is (your organization) about?"
One rule of thumb has always been to make your statement something you can print on a t-shirt. It is sort of a "twitter" approach to advertising. You only have 140 characters to say what you want to say. Being able to quickly and decisively tell someone what your organization is about tells them 1) You know the service it provides 2) You are engaged enough to be able to communicate it to others 3) You are willing to put yourself in the position of going further with the conversation.
Don't assume this will happen. Be intentional about giving your people what they need to quickly and easily communicate the purpose of your organization to others. You have a product and it must be sold - sometimes in the time it takes to ride the elevator.
Non-profits should take a lesson from business (again). Every non-profit has a mission statement, but is it something that can be articulated in the course of that elevator ride? I think one of the biggest mistake that can be made is developing a mission statement that is too long, covers too much information, and is difficult to remember - much less communicate quickly and easily.
Every executive director, fundraiser, and board member should be able to articulate in 30 seconds the purpose of their organization to anyone who might ask. Start this process by using a mission statement that is short and easy to remember. If you can't make it your mission statement, at least come up with a comment that can answer the question "Really, what is (your organization) about?"
One rule of thumb has always been to make your statement something you can print on a t-shirt. It is sort of a "twitter" approach to advertising. You only have 140 characters to say what you want to say. Being able to quickly and decisively tell someone what your organization is about tells them 1) You know the service it provides 2) You are engaged enough to be able to communicate it to others 3) You are willing to put yourself in the position of going further with the conversation.
Don't assume this will happen. Be intentional about giving your people what they need to quickly and easily communicate the purpose of your organization to others. You have a product and it must be sold - sometimes in the time it takes to ride the elevator.
Tuesday, July 28, 2009
If you have to ask who's leading, they're not
Leadership is something that every organization, team, business or social faction requires to be successful. Without leadership the group will flutter aimelessly; unable to achieve goals or destinations. John Maxwell is one of the premier authorities on leadership. His "21 Laws of Irrefutable Leadership" is a classic work outlining who and what a leader looks like. You think you are a leader or want to be one - read it. But for the purpose of brevity in this blog, I will concentrate on one particular quality of a leader.
As simple as it sounds, a leader can only lead if someone is willing to follow. When looking for leaders, don't waste time trying to manufacture them. I once coached high school football and without fail, every time we tried to force an athlete to lead, we did - fail, I mean. Save yourself some time and look to the people who already have a following. Think cultivating leaders rather than planting them.
I have already blogged recently about our inability to grow leaders in non-profit organizations. Look around and see who draws people to them and try bringing them to leadership positions in your organizations. Be careful not to make them fit your mold of leadership (vocal, demanding, etc.). Help them learn to use the talents they already have that attracts others to them for the purpose of leading the organization.
It is much easier to teach a leader how to lead more effectively than it is to teach a non-leader to lead.
As simple as it sounds, a leader can only lead if someone is willing to follow. When looking for leaders, don't waste time trying to manufacture them. I once coached high school football and without fail, every time we tried to force an athlete to lead, we did - fail, I mean. Save yourself some time and look to the people who already have a following. Think cultivating leaders rather than planting them.
I have already blogged recently about our inability to grow leaders in non-profit organizations. Look around and see who draws people to them and try bringing them to leadership positions in your organizations. Be careful not to make them fit your mold of leadership (vocal, demanding, etc.). Help them learn to use the talents they already have that attracts others to them for the purpose of leading the organization.
It is much easier to teach a leader how to lead more effectively than it is to teach a non-leader to lead.
Subscribe to:
Posts (Atom)
