Last week I was in Boston for the Center for Effective Philanthropy conference. It was an amazing gathering of leaders talking about how philanthropy should respond in these difficult times. If you couldn’t make the conference and want a run down of the three days, CEP’s Ethan McCoy recapped Day 1, Day 2 and Day 3 on the CEP blog. And you can also see the #CEP2017 Twitter feed.
The conference gave me a lot to think about, so I wanted to share a few of my takeaways.
The conference was bookended by two incredible speakers. I was blown away by the first night’s keynote address by Bryan Stevenson. Bryan is the founder and executive director of the Equal Justice Initiative in Alabama, which works to end mass incarceration and challenge racial and economic injustice.
He gave a completely mesmerizing speech about the historic roots of racial inequity and injustice and how we can move forward from America’s past and present toward a more just and equitable society. He argued that there are four things we must do:
- “Get proximate” to communities we want to help
- Work to understand and change the long-standing American narrative of racial difference
- Stay hopeful, and
- Accept that the work will be uncomfortable
It is impossible to do justice to his amazing speech, so I offer his Ted Talk from 2012 to show you what a thought-provoking speaker he is. I also plan to read his best-selling book, Just Mercy: A Story of Justice and Redemption, about how to fix our broken criminal justice system.
The final keynote speaker of the conference, Harvard historian Nancy Koehn, gave a riveting talk about looking at historic leaders, like Ernest Shackleton — an explorer who led expeditions to the Antarctic — to draw lessons about leadership in our current times.
She argued that “leaders are not born, they are made.” Every single one of us could step up and become a leader. And what defines a real leader is that “effective leaders help us overcome the limitation of our own selfishness, weakness, laziness, fears and get us to do harder, better, more important things than we can get ourselves to do on our own.”
In between those two amazing speakers were breakouts and plenaries that encouraged philanthropy to step up to the plate. There were urgings for foundation leaders to embrace advocacy, support nonprofit sustainability, explore state-by-state (instead of national) strategies for social change, listen to beneficiaries, understand their own networks, and fund evaluation, among other things. There certainly was an underlying theme that philanthropists should do more and be more in this new political era.
And these are incredibly challenging times, to be sure. Professor of Economics at Stanford, Raj Chetty, painted a very dire picture of income inequality in the U.S. Things have only gotten worse in the past several decades. In fact, as the slide below demonstrates, “the American Dream” is actually now more attainable in the U.K., Denmark and Canada than it is in the United States.
The final plenary session of the conference really pushed philanthropists to think hard about whether they are helping or hurting the causes they support. Jim Canales, President of the Barr Foundation, led a conversation among Sacha Pfeiffer (reporter from the Boston Globe), Vu Le (author of the Nonprofits With Balls blog), Grant Oliphant (president of the Heinz Endowments), and Linsey McGoey (senior lecturer at the University of Essex) critiquing philanthropy’s influence.
In particular, I really appreciated Linsey McGoey’s determination to push philanthropy farther, arguing that philanthropists working on issues of inequity need to address the much larger systems at work: “If foundations care about inequality, they should focus on the tax code and reduced government spending that worsens inequality.”
The CEP conference was an opportunity for philanthropy to take a hard look at itself and, I hope, find the determination to step up as the leaders we so desperately need now.
I have a heavy heart today. I found out yesterday that my first boss, long-time mentor, and most influential teacher of all things nonprofit management died over the weekend.
Mary Jubitz was the CEO of SMART (Start Making a Reader Today), a statewide early literacy nonprofit in Portland, Oregon. I met Mary when, as a new college graduate, I responded to a classified ad (yes, that is truly how we used to find jobs) for an office manager at a startup nonprofit. I had never worked at a nonprofit, but I was hungry to learn. And Mary proved to be an excellent teacher. So much of what I write, speak and consult about in the nonprofit world today was born out of what I learned at Mary’s side over the first two years of my career.
She was first and foremost an excellent fundraiser. Over the course of her 12 year tenure as CEO, she grew the budget by 400% and built a highly engaged donor base. She did that through an amazing mix of charisma, drive, organization, and exceptional relationship-building skills. I have never met someone who was so incredibly skilled at making a donor or potential donor feel that their involvement was absolutely critical. She rarely walked away from a meeting without the prospect wanting to be part of the exciting, game-changing partnership she described.
From her tenacious ability to find a connection to a prospective donor, to her skilled mastery of the meetings and conversations necessary to entice them to get involved, to her eloquent and (always!) grammatically correct letters and proposals, to her beautiful hand-written thank you notes, to her ongoing invitations to keep the donor invested, she was a thrill to watch.
But it was not just her exceptional fundraising ability — she also translated that relationship-building acumen into deft management of her board of directors. She made a habit of regularly meeting one-on-one with each board member to ensure that they were continually engaged. And it worked. Every single board member was not only personally giving, but also introducing their own networks to the organization. And beyond ensuring the board’s active money role, Mary made sure that they were all completely engaged in board meetings and decisions.
The board was so engaged certainly because SMART was a great cause, but also — and maybe even more importantly — because they simply didn’t want to let Mary down. No one wanted to let Mary down. As a true leader, she set the bar high making those around her want to give their best and then a bit more. She created and continually inspired a winning team of board, staff and donors who truly believed they were changing the future of the children of Oregon.
And they did. Over the course of SMART’s history the organization has reached almost 200,000 children who were found to be 60% more likely than other students to reach state reading benchmarks.
20 years after I left her employ, Mary continued to be a tremendous mentor to me. Throughout my career she was always available for advice, recommendations, words of support. She took real joy in watching the progression of my career, which is as it should be since she built its foundation. As a female leader, she took great interest in other women who were doing their best to rise through the ranks of the nonprofit world and devoted time and energy to helping groom the next generation of nonprofit leaders.
She was an amazing leader. She will be missed.
Photo Credit: Adrian Kingsley-Hughes
In the nonprofit sector the words “leader” and “manager” are sometimes tossed around interchangeably. But the fact is that they are two very different, and equally necessary, elements to an effective and sustainable nonprofit organization.
A leader provides an inspiring, motivating big strategy for staff and board to get behind. She asks hard questions and constantly pushes the organization and its people to do more, try harder, expand their reach, think bigger. A leader makes sure that people are engaged and invested in the work and creates a team environment where each person feels part of something much larger than herself. And in this way, a leader inspires board and staff to do more and be more than they ever thought possible.
Whereas, a manager creates systems that allow the organization to get things done and holds board and staff accountable. He makes sure that everyone knows what they are supposed to be doing and where they are supposed to be, has the tools they need to get the job done, and is held responsible for their part. The manager executes the path that the leader has articulated.
So in an ideal scenario, the two — leader and manager — work as a perfect team. One strategizes, propels, and inspires. The other creates systems and accountability to bring the strategy to fruition.
It doesn’t matter if you are a large nonprofit or a tiny one. And it doesn’t matter if the roles of “leader” and “manager” are contained in one person or multiple people, as long as everyone is clear about who is which, and when. Sometimes, in larger nonprofits, the leader and the manager will be contained in two different people, or in several people (senior management team, board chair and CEO). And other times the executive director of a small nonprofit may need to play the role of leader and manager in equal measure.
However you do it, in order to be effective and sustainable as a nonprofit, both your board and your staff need to be led and managed well.
Ask yourself these questions to see if your nonprofit lacks leadership, management, or both:
- Does someone push us to ask hard questions, particularly about what the organization exists to do and whether we are actually doing it?
- Does someone encourage board and staff to articulate a long-term strategy and get excited by it?
- When times are tough, is there someone who effectively rallies board and staff and reminds them of the importance of your work?
- Is someone pushing the organization to expand its networks, relevance and reach far beyond our own walls?
- Does someone hold each of our board members accountable to show up, actively engage, and contribute to an effective and sustainable organization?
- Does someone ask those board members who are not performing to reform or resign?
- Does our staff have clear goals for their work and does someone regularly hold them accountable to meeting those goals?
- Are staff incentives (time off, salary increases, flexible time, promotions) directly and clearly tied to performance?
- Do board and staff have all of the tools they need to do their jobs well?
- Do we have effective systems (program delivery, data management, fundraising, board recruitment, staffing) in place?
If you answered “No” to some or all of these questions, your nonprofit may lack some key leadership or management capabilities. If that is the case, step up as a leader and encourage a hard conversation about where your nonprofit is lacking and how to fill those gaps.
And if you need some help figuring out what your nonprofit lacks or how to fill those gaps, check out the coaching I provide nonprofit boards and staffs, or download the Reinventing the Nonprofit Leader book.
Photo Credit: Wikimedia
Nonprofit leaders tend to err on the side of caution. But these times call for something quite different. These times demand that you overcome the fear and risk-aversion that sometimes cripple your work.
You no longer have the luxury of sitting by and waiting for “permission” to do what you have to do. This is the time to be bold.
As Greg Oliphant, President of The Heinz Endowments, wrote recently:
“Why speak? Especially when to speak is potentially to be seen as partisan, as taking sides, which is anathema in a field proscribed from politics and deeply fearful of controversy…There are truths that need to be spoken now, spoken out loud and unapologetically by people who know them to be true. Spoken with love, yes, but also fierce conviction—truths about the validity of science, the perils of climate change, the nature and price of injustice, the insanity of racism and all the other isms creeping out from beneath their ill-concealed rocks, the importance of civil and human rights and why they matter for all of us, how worsening poverty hurts everyone, the opportunities before us to create and innovate our way to a better future. These are not partisan truths but rather human truths…They are where we as a sector…must find our voice, in holding them out not as criticism but as the True North we still must point towards, the star we still see and hold steady in our gaze despite attempts to obscure it.”
Yes, that is the role you play, nonprofit leaders, to speak up and be bold about the change you seek. And it may go against what is comfortable, what you are used to, what you think you are “allowed” to do as nonprofit leaders, but you must stop waiting for permission. You must start pushing yourself, your staff, your board to be less fearful and more bold.
What does that look like?
Think Bigger, Much Bigger
The time for incremental is over. These times call for big, bold, game-changing solutions to the problems we face. You must ask yourselves and your board and staff, “Are we doing enough? Are we really creating change, or are we just perpetuating the status quo?” If the answer is the latter, take a big step back and figure out what you can do bigger to create change.
And in answering those questions you may find that the methods you are using are too timid. I cannot say this enough, but nonprofit leaders have got to stop being afraid to connect their social change work to the policy arena. While there are some restrictions on what 501(c)3 organizations can do, I assure you they are far less than you or your board may think. If you truly want to see change in the world, it may not be enough to just address the symptoms of the problem. You may need to address the systems that perpetuate those problems, and advocacy might be just the tool to use.
Find New Paths to Social Change
But it may also be that at the federal level there is not much support for your social change agenda right now, so look for other paths. Much social change is happening at the state and local levels (from climate change, to civil rights, to political reform). Instead of continuing to beat your head against an immovable wall, think about other ways forward. Get outside your comfort zone of always approaching your mission in a single way and think bigger and bolder.
Make Your Board Meetings Real
But in order to move forward in bigger, bolder ways you need to bring your board along. So stop having friendly, meaningless, information-dumping board meetings and instead engage your board in real conversations. Start by asking “What do these times demand of us and our work? What are we afraid of, and how do we overcome it? How can be be more bold?” And when you come up against board fear (of doing more, moving into advocacy, building bigger networks), be very clear that it is a brave new world and you simply cannot put your heads in the sand.
Get Tough With Your Funders
But it doesn’t end with your board. You can no longer have tepid conversations with your funders or bow to their whims. You know what you need and what it takes to accomplish your big goals (or if you don’t, you better figure it out). So be open and real with your funders. Tell them what’s holding you back from accomplishing real change and ask for the amount and type of money you really need to get there.
As President Franklin Roosevelt argued in his first inaugural address, lack of action is a far greater risk than anything we might face:
This is preeminently the time to speak the truth, the whole truth, frankly and boldly. Nor need we shrink from honestly facing conditions in our country today. This great Nation will endure as it has endured, will revive and will prosper. So, first of all, let me assert my firm belief that the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance.
We must fight the urge to retreat. As social change leaders you cannot allow your fear to paralyze you. These times call for bold advance.
Photo Credit: Andy Spearing
If you’re like me, it was hard to come back to work this week. I spent my vacation oscillating between the tremendous relief of a self-imposed media break after a gut-wrenching year, and fear of what else 2017 might bring.
But the further I got into my time off, the more I came to realize that we thrive only when we make a clear distinction between what we can control and what we cannot. None of us can control what world events (good or bad) 2017 will bring, but we can control our attitude about them.
Believe me, I know it’s hard to muster enthusiasm for the new year. There is so much work to be done. And I promise that I will spend much time on this blog over the next year offering advice and ideas for how that work can get done (like building advocacy efforts, growing networks, strengthening financial engines, creating local and state — rather than federal — strategies for your work).
But before we get there, we each have to start with our own mind-set — our mind-set about where we are and where we are going.
I know 2016 was really hard, and we have heavy hearts as we face this new year before us. But let’s remember that 2016 wasn’t all bad, in fact there were some pretty exciting changes happening.
And actually, as musician and writer Brian Eno put it very eloquently recently, perhaps 2016 wasn’t the apocalypse, but rather the start of something really amazing:
“There’s been a quiet…but…powerful stirring: people are rethinking what democracy means, what society means and what we need to do to make them work again. People are thinking hard, and, most importantly, thinking out loud, together. I think we underwent a mass disillusionment in 2016, and finally realised it’s time to jump out of the saucepan. This is the start of something big. It will involve engagement: not just tweets and likes and swipes, but thoughtful and creative social and political action too. It will involve realising that some things we’ve taken for granted – some semblance of truth in reporting, for example – can no longer be expected for free. If we want good reporting and good analysis, we’ll have to pay for it. That means MONEY: direct financial support for the publications and websites struggling to tell the non-corporate, non-establishment side of the story. In the same way if we want happy and creative children we need to take charge of education, not leave it to ideologues and bottom-liners. If we want social generosity, then we must pay our taxes and get rid of our tax havens. And if we want thoughtful politicians, we should stop supporting merely charismatic ones. Inequality eats away at the heart of a society, breeding disdain, resentment, envy, suspicion, bullying, arrogance and callousness. If we want any decent kind of future we have to push away from that, and I think we’re starting to. There’s so much to do, so many possibilities. 2017 should be a surprising year.”
That’s exactly right. 2016 wasn’t the beginning of the end, but rather the beginning of something much bigger and better.
Deep political, economic, technological, and social changes are happening in the world. But they are not happening to us, they are happening with us.
As poet Rainer Maria Rilke wrote many years ago:
“Perhaps all the dragons of our lives are princesses who are only waiting to see us once beautiful and brave. Perhaps everything terrible is in its deepest being something helpless that wants help from us. So you must not be frightened…if a sadness rises up before you larger than any you have ever seen; if a restiveness, like light and cloud-shadows, passes over your hands and over all you do. You must think that something is happening with you, that life has not forgotten you, that it holds you in its hand; it will not let you fall.”
So check your attitude at the door.
The time for depression, fear, anger, resentment, apathy, frustration, exhaustion is over. We cannot cower in the shadow of 2016. Rather, we must face 2017 with the confidence and determination necessary to bring something bigger and better to fruition.
Photo Credit: Henning Schlottmann
As the year draws to a close, it’s time for all of us to take some time off to relax, be with friends and family, and most importantly rest up for the year ahead.
2016 was rough, folks. So now it is critical that you take some time off to reconnect with your core.
But before I head out myself for some time off, I want to leave you with a list of the 10 most popular Social Velocity posts from this year, in case you missed any of them. And, if you are so inclined, you can also read the 10 most popular posts from 2011, 2012, 2013, 2014 and 2015.
I so appreciate you, dear readers. You are an amazing group of social change leaders who inspire me and give me hope for the future. Indeed, when it is darkest you help me see the light. We need you now more than ever, social change leaders, so please take good care of yourselves and come back to 2017 ready to get to work.
The 10 most popular Social Velocity blog posts of 2016 were:
- Is Your Nonprofit Board Avoiding Their Money Role?
- 5 Fundraising Mistakes Nonprofits Make
- Why Some Nonprofits Aren’t Ready for a Strategic Plan (Yet)
- Why Nonprofit Boards and Fundraising Must Mix
- How is Nonprofit Overhead Still a Thing?
- 5 Benefits of a Nonprofit Theory of Change [Slideshare]
- Social Change Requires a New Nonprofit Leader
- A Nonprofit Culture of Philanthropy Is Not Enough
- 5 Conversations the Nonprofit Sector Should Have
- The Network as Social Change Tool: An Interview with Anna Muoio
Photo Credit: nicoleleec
These are difficult days. This past week I have felt incredibly lost. I have been thinking a lot, trying to understand what is happening in our country, in our communities, to and with our people. And I have been grappling, as I know you all have been, with how we move forward from here.
I have struggled with how to write the blog, doubting whether I can shed any light on something that none of us really understands. But then a colleague said to me, “It’s even more important now that you write. You have followers, and thus you have a responsibility to lead them toward hope.” That is a heavy lift, and I doubt that I can really hope to fulfill it, but I will reluctantly stand up and play my role as a leader.
But I ask the same of each of you.
Because the only way forward for our country is if each one of you, as our country’s social change leaders, stands up as true leaders in your work, your communities, our country.
And in my mind here’s how we start to make that happen.
Build community inside and out.
This week I attended a conference of social sector leaders and one of the speakers described how a sense of community is the backbone of resilience. If we are going to get through this, we cannot isolate ourselves. We must find and forge community. And we must go beyond our own comfortable spheres. Our country is really struggling right now. We must find ways, big and small, to connect communities, tap into new ones, and stretch our networks. We cannot let the red/blue, rural/urban, middle/working class divides that this election highlighted define us as a country. We are better than that. So wherever you are, break down those walls and connect — really connect — with people inside and outside of your circles.
And in order to do that, you must embrace empathy. Another colleague said to me this week, “Do you know how we can move forward from this? Empathy.” And that is absolutely right. Start here. Yes this election brought out the worst in us, but perhaps it did so because of some pretty stark failings of our economic and political systems. So let’s stop blaming and instead work to understand the realities that people are living and figure out solutions.
Be a real leader.
Which brings me back to where I started. We are suffering a crisis of leadership in our country. I truly believe that the majority of people who voted for Trump were not casting a vote for hatred, bigotry, and xenophobia, but were instead casting a vote against a deeply flawed economic and political system. We need real leaders — big and small, and in every corner of this country — to stand up, speak up, and do the hard, right thing. We have to stop waiting for someone else to come forward. We are each responsible for whatever corner of influence we hold, and we must use that influence for good. So dig deep and figure out how you can help, not hurt, your communities and your country. Step away from the despair and the fear and instead move whomever you can, however you can, toward the light.
I am choosing to find the opportunity in this darkness. And yes, that is a choice I have made today, and a choice I will have to continue to make every single day after.
And the opportunity I see is that these times can force each one of us to take a hard look at ourselves and emerge as empathetic leaders willing to bridge divides, build communities and help our country, our democracy, ALL of our people, find a way forward together.
If you have felt (and continue to feel) like giving up — as I have many times over the past week — please hear me when I say that you simply cannot. Now more than ever our country needs you social change leaders to point the way toward the future. We must resist — at all costs — the urge to stick our heads in the sand, curse those who didn’t vote the way we wanted, or slink away in fear of the future.
Now more than ever we must all, every single one of us, step up as leaders for these new challenges we face. Whether that’s inspiring your staff, or marshaling your colleagues, or getting outside your own walls to find common ground. We all have at least one way in which we can be a true leader.
So find it, embrace it, and get to work.
Photo Credit:Wilson Lam
It never ceases to amaze me how often nonprofit leaders give away their expertise and their time – for free.
Here’s just the most recent example I’ve encountered.
A leader of an education nonprofit, let’s call her “Amy,” was approached by a group of funders who wanted to start a similar program in a different city. They had already identified a potential leader of the effort, but this leader, let’s call him “Mark,” was pretty inexperienced in working with school districts and in managing a large scale nonprofit effort.
So the group of funders asked if Amy would be willing to help Mark. This would involve Amy sitting in on some community meetings and providing one-on-one coaching on a regular basis to Mark.
Because Amy’s nonprofit also received funding from some of these funders, she felt obligated to comply. And let me be clear, Amy was offered absolutely no compensation for her time, effort and expertise.
There are several things wrong with this situation.
First, although this group of funders found tremendous value in Amy’s expertise, they did not assign any financial value to that expertise. They sought her out, and indeed already determined that their effort would be hampered without Amy’s guidance. However, they also assumed (perhaps subconsciously) that this nonprofit leader was so passionate about the education space, that she would be more than willing to donate her time.
Second, Amy herself did not assign a financial value to her time. She was complicit in the funders’ assumption that, while her time has huge social change value, it has no financial value. But the two must correlate. Amy’s time is a limited resource. And thus she must calculate the financial value of that resource.
But, third, nonprofit leaders don’t necessarily have the tools to calculate the value of their time.
In the hopes that other nonprofit leaders don’t get caught in Amy’s predicament, here’s a quick three-step process for calculating the financial value of your time as a social change expert, based on the financial value your organization assigns to your time.
- Determine Your Annual Cost: Take your annual salary and add the monetary value of your annual benefits (healthcare contribution, social security contribution, etc.). Typically benefits are calculated at an additional 25% of your salary. So, if your annual salary is $85,000 you would multiply that by 1.25 to get the total of your salary plus your annual benefits: $85,000 x 1.25 = $106,250.
- Determine Your Hourly Cost: Then, divide that salary + benefits number by the average number of working hours in a full-time position (so 52 weeks a year at 40 hours per week is 2,080 hours per year). I know you probably work more than 2,080 hours in a year, but this is just a general full-time number of hours. So, in this example, your hourly rate would be $106,250 / 2,080 = $51.08. Or $51 per hour, just to make it easy.
- Determine Your Hourly Value: If you are feeling bold, you can add a profit margin to this number, just as anyone who is paid to offer their expertise (lawyer, consultant, doctor) does. The idea here is that if someone pays you $51 for an hour of your expertise, you are only breaking even. But if you actually want to make a bit of profit that you can plow back into your organization, you could add in a little margin. So perhaps you round up to $65 per hour.
Now, you have a number you can use.
If Amy had been armed with such a calculation, when the group of funders came to her, she could have estimated the number of hours required (including community meetings, coaching, etc.) and then presented it to the funders. Perhaps the hours totaled 50 over the course of a 12-month period. This would have a financial value then of 50 x $65 per hour = $3,250, which I would argue is still a very conservative valuation.
So that group of funders would need to make a payment to Amy’s nonprofit (above their normal contributions) of $3,250 in order for her to agree to their request.
(And now that you have a way to calculate the hourly value of your time, you can also use it to determine the value of your time spent on other things — for example, fundraising activities like this.)
I can hear nonprofit leaders and funders gasping, “How dare you suggest that a nonprofit leader ‘charge’ a funder for her time.” And others might worry that funders would be offended by the request and end their other contributions to Amy’s nonprofit.
But shouldn’t nonprofit leaders be aware of (and transparent about) the costs embedded in how they are spending (and being asked to spend) their time? Nonprofit leaders and funders could then have a more illuminating conversation. Perhaps Amy’s group of funders won’t want to invest $3,250 in starting up Mark’s new nonprofit. If that is the case, then they probably weren’t very committed to the new effort in the first place. Far better to know that up front rather than after Amy sunk 50 hours into something that has nothing to do with her organization.
It’s time for nonprofit leaders (and their funders) to recognize the financial value of the social change expertise those leaders possess and invest accordingly.
Photo Credit: David Lofink