I sometimes wonder how many of the nonprofit sector’s challenges stem from a fundamental lack of confidence. Don’t get me wrong, there are deep structural dysfunctions at play in the nonprofit sector. The sector is held back by a lack of adequate financial resources and an on-going grantor/grantee power imbalance, to name just two.
But how much is a lack of nonprofit leader confidence also to blame? How much further could we go in the sector if more nonprofit leaders confidently stood up for what they believe, what they need, and the value of the work they do.
I am a huge believer in confidence. In fact, I think that those who exude confidence, even when they don’t necessarily feel it, are far more likely than those who don’t to be taken seriously and get what they want.
But often in the nonprofit sector that confidence is absent.
I think this lack of confidence stems from a fundamental feeling of inadequacy that pervades the sector. Nonprofit leaders are subjected to a recurring litany of false beliefs that include, nonprofits: “live beside the economy“, “aren’t as capable as business“, only “do good work,” and “should be grateful” for whatever they get.
But nonprofit leaders must free themselves from those crippling shackles. You must stand up and demand (nicely if you’d like) what you truly need. And you start by articulating the value your organization provides.
Let me give you an example.
A nonprofit leader whose organization had long provided critical services for a school district was fed up with not being paid for those services (they had to privately fundraise for the costs of the program). The nonprofit leader did her research on how much money her organization was saving the district (in increased student attendance, additional staff and instruction time, etc.) and how much the district was investing in other inferior solutions.
She put together a confident, thoughtful and decisive presentation, secured a meeting with the superintendent, and made her case for increased investment. The end result was a superintendent blown away by the evidence and the nonprofit leader’s presentation. For the first time ever the superintendent included significant, multi-year support for the program in the district budget.
This nonprofit leader could have simply swallowed the fact that the school district didn’t value the services her organization provided. But instead she pointed out the disconnect between value provided and money invested and stood up for her organization.
I would guess that most nonprofit leaders lack that kind of confidence. And in fact, for many years even the nonprofit leader above didn’t have it.
But there is so much to be gained from a confident approach. Aside from the potential of securing more resources, when you become a confident player you start to identify strategic partners (like the school superintendent above) who can be your equal in the work of social change.
Because partnerships are infinitely more successful when they are forged by two equal entities coming together to create value. This is true for partnerships between your organization and your vendors (like the school district) but also your funders, board members, advocates, policymakers — anyone that you need on board in order to get the work done.
Confidence isn’t just about getting more of what your nonprofit needs. It’s ultimately about effectively creating social change. And you can’t create social change with your head down and your voice low.
So stop living in the shadows. Arm yourself with data, a compelling argument, an army of advocates and, most importantly, confidence to forge what you need in order to create change.
Photo Credit: Library of Congress
As a general rule, nonprofit leaders are a self-less lot. You are so driven by your passion for social change that you are willing to perform any and all tasks required to get the job done. But there is a critical calculation that so many nonprofit leaders neglect. And that is to understand the value of their time and allocate that most precious resource effectively.
Yes, you read that correctly.
As the leader of your nonprofit your time is your organization’s most precious resource. Sure, board members, other staff members, and donors are absolutely critical to the work. But without you, there would be nothing. You are the visionary, the cheerleader, the linchpin around which everything (and everyone) revolves.
There are only so many productive hours in the day, so any hour you spend on one task is an hour you don’t spend on another task. You must put each hour of your working day to its highest and best use. As the most important connector for your nonprofit, you should be outside the organization as much as possible meeting with allies, funders, prospects, decision-makers, advocates who can help move your mission forward.
If you are stuck inside your organization updating a database, cutting checks, filing, or putting out fires, you are missing a huge opportunity.
So you need to use your time more effectively. Here’s how to start:
Create a Strategy
When a nonprofit creates and then manages to an overall strategy there is less time spent putting out fires and more time achieving outcomes and goals. So convince your board and staff to create a strategic plan and then manage to that plan. Move your organization’s culture from the reactive to the strategic and watch how you (and your staff and board) get more accomplished in the same amount of time.
Manage To Goals, Not Tasks
Once you have a strategy in place, you can manage your staff to goals, instead of discrete tasks. Whenever possible, delegate whole projects instead of specific pieces. Give a staff person the end goal you have in mind and the tools they need to get there and then empower them to do it their way. Check in on a regular basis to see how they are doing, but resist the temptation to micromanage. In so doing you get more off your plate while giving your staff license for creativity and initiative.
Regularly Meet One-on-One With Staff
I know I’ve said it before, but I’m a HUGE fan of the management power of weekly one-on-one meetings with each member of your staff. There are so many benefits. Your staff interrupts you less frequently because they know they have your undivided attention once a week, you are more willing to delegate because you know you have regular check-in points, staff learn how to problem solve on their own, and (most importantly) you have more time to GET OUTSIDE.
Find Administrative Help
As head of your nonprofit you must free yourself, as much as possible, from paper pushing tasks like filing, database maintenance, accounting. If you have the budget, hire an administrative assistant. If you don’t have the budget, recruit a volunteer to provide office support until you can grow your financial model to support administrative help. And while you are at it, outsource your accounting to a freelance bookkeeper or virtual CFO. Don’t put your administrative support at the end of the list of things your nonprofit needs. The sooner you free up your time, the better off your entire organization will be.
Nonprofit leaders, stop selling yourself and your organization short. Your time has tremendous value. So think clearly about how you allocate that limited resource and find solutions that put your time to its highest and best use. Free yourself to be the connector, fundraiser, and leader your nonprofit so desperately needs.
Photo Credit: National Archives
We live in an age of an (often sickening) glut of information. Sometimes just thinking about Twitter, Facebook, Google, or BuzzFeed makes me really tired. And I love technology and media. But they can be absolutely overwhelming.
I recently finished Nate Silver’s phenomenal book, The Signal and the Noise, in which he offers a new way to approach our age of information overload. Silver’s book is about how we can better predict things like weather, economic fluctuations, and climate change by finding the right “signal” amidst the exponentially expanding body of data, or “noise.”
Silver describes how our current Internet age is very similar to life after the invention of the printing press, when books were suddenly cheap and everywhere. The result of this sudden enormous increase in the availability of information was, unfortunately, 200 years of holy war. Although Silver doesn’t believe we’re headed for another 200 year war, he argues that we must understand the parallels and the dangers of too much information. As Silver puts it:
We face danger whenever information growth outpaces our understanding of how to process it. The last forty years of human history imply that it can still take a long time to translate information into useful knowledge, and that if we are not careful, we may take a step back in the meantime.
In other words, we need to figure out how to organize the firehose of information that faces us everyday. I don’t know exactly how to go about that, but for my own sanity I have developed a few strategies.
First is taking regular time away from all of the information just to process and think alone, without screens, books, or chatter. We all must claim our very real need to turn off the noise and look inside for the meaning, the right approach, the way forward.
Second is seeking out the past. I was a history major in college and still love the subject, so my predisposition when I am overwhelmed is to look at how we approached things in the past. There is great peace there. In particular, I love the weekly email from Brain Pickings where writer Maria Popova delves into the works of past writers to help understand our world today. Aside from finding new things to read, it is incredibly comforting to realize the struggles we face today are really not all that new.
And finally, I believe that dissent holds promise for finding shelter from the information glut. One of the things Silver warns against (and we see this everyday) is that in an age of information overload, people tend to shut out things that are at odds with their opinions or experience. Our country’s current deep political divide is an example of this. So we need to break down those walls and surround ourselves with people who make us pause and who make us think. We need to seek out people who share our values, but not necessarily our life experience, education, politics, income level, or opinion on how the world should work.
We don’t have to succumb to the exhausting deluge of information. As Callie Oettinger put it, “The Internet is ours to shape. We can’t let the howling spread.”
Photo Credit: Roy Miller
As the year draws to a close, and you (I hope) make time to relax, reconnect with friends and family, and reacquaint yourselves with some much-needed quiet, you may also want to reflect on your role as a social change leader. Effective leadership is really, really hard work, but it is also incredibly necessary and needed.
So if you find time over the next few weeks to take a look at your role as social change leader and you want some help along the way, download the Reinventing the Nonprofit Leader book.
Here is an excerpt:
Chapter 3: Refuse to Play Nice
As a by-product of the charity mindset, nonprofit leaders often suffer from being too nice. The thing I love most about nonprofit leaders is that, for the most part, they are truly good, decent people. They are trying to make the world a better place, so by definition they are considerate of others. But sometimes you can take being nice too far. Being nice to the donor who leads your nonprofit the wrong way, or the staff member who is not performing may work for the individual relationship, but is detrimental to the larger organization and ultimately your mission.
Indeed, according to a 2010 study by researchers at Stanford University, nonprofits are perceived as “warm, generous and caring organizations, but lacking the competence to produce high-quality goods or services and run financially sound businesses.” In other words, we think nonprofit leaders are nice — but not competent.
But this reality is often imposed on nonprofit leaders. Nonprofit leaders are encouraged to collaborate instead of compete, hold onto under-performing staff, accept martyr-like salaries, smile and nod when funders push them in tangential directions, and keep quiet when government programs require the same services at a lower price.
This demand that the nonprofit sector play “nice” is the result of (at least) three aspects to the sector:
- A Focus on the Social. The sector exists to address and (hopefully) solve social problems. Thus, by definition, it is socially oriented and has an inclusive, consensus-based approach to doing business.
- More Customers. Nonprofits have two customer groups, as opposed to the single customer for-profits have: 1) those who benefit from the services a nonprofit provides (clients) and 2) those who pay for those services (funders).
- Multiple Players. In addition to their customer groups, nonprofit leaders must corral their board of directors, which often includes individuals with competing interests, and external decision-makers (policy makers, advocates, leaders of collaborating organizations) who have an impact on the change the nonprofit seeks. The end result is that multiple players must somehow be brought together and led in a common direction.
But in order to work toward real solutions and get out from under consensus-based mediocrity, you need to break free from the niceness trap. Rest assured, I am not asking you to get mean and ugly. But there is a way to politely, but assertively, make sure you get what you need to succeed.
In other words, the reinvented nonprofit leader needs to:
- Say “No” to funders who demand new programs or changes to programs that detract from your nonprofit’s theory of change and your core competencies.
- Diversify revenue streams so that you are not beholden to any one funder or funding stream.
- Demand that board members invest significant time and money in your nonprofit, or get out.
- Fire under-performing staff. This is such a taboo in the sector, but with limited resources and mounting social problems to be addressed, we do not have time to invest in people who cannot deliver.
- Be brutally honest with funders and board members about the true costs of running operations effectively and stop apologizing for, or hiding, administrative expenses.
- Create a bold strategic plan that will drive your nonprofit toward social impact and sustainability, not mediocrity.
- Make an honest assessment of your nonprofit’s core competencies, competitors and consumers so that you understand and can articulate where you fit in the marketplace — and act accordingly.
- Stop waiting for your board chair, or a big donor, or a government official to allow you to do something that you know is the right way forward.
- Refusing to play nice is not easy. And it often culminates in a difficult conversation, perhaps with an underperforming staff member, an ineffective board member, or a time-consuming funder.
In order to manage these difficult conversations for success, you need to approach them in a thoughtful and strategic way. Here are the steps…
Photo Credit: Satish Krishnamurthy
As summer draws to a close and my own downtime ends, it occurs to me that there is a real need, in our increasingly always-on world, for leaders to find time for quiet reflection, to reconnect with their core.
And particularly in the nonprofit world, where a leader is constantly bombarded with suggestions – from funders, board members, staff, fellow leaders, Facebook friends – it is critical that she find regular solitude to analyze and plan the best way forward.
Indeed true leadership lies not in finding the lowest common denominator among a disparate group of supporters, volunteers and staff, but rather in analyzing all options and then driving the most effective way forward (even if it is unpopular). Real leadership is not about giving the people around you what they want. It is about doing what is best and what is right. And often you find that path through time alone to think.
Perhaps thoughtful, reasoned leadership has taken a hit in recent years. Our push toward social technology has created a culture of extreme extraversion and constant noise. Dave Eggers 2013 novel, The Circle, describes a world where companies like Google and Facebook have taken over. He offers a chilling view of social media taken to the extreme with destructive group think and no room for solitude.
Don’t get me wrong, I’m a big proponent of social media, but I also think there is tremendous value in regular, silent retreat.
And I’m not alone. Amid the broad adoption of an increasingly social way of life, we are, in certain pockets, beginning to realize that quiet has its place as well. Some politicians, finally turned off by the constant screaming of our increasingly partisan political system, have begun turning toward inner reflection to find a better way. Steven Pressfield describes the importance of getting away from it all and “letting the well fill up overnight.” And even social media mavens, Beth Kanter and Arianna Huffington have both recently begun promoting solitude and reflection.
Could it be that we are realizing that while new tools to make us more social have their place in the work of social change, individual reflection is also quite necessary. While crowdfunding and crowdsourcing and crowdthinking all have an important role to play, there is also tremendous value in a leader spending time, alone, to process the world around her and then emerge with a plan.
Nonprofit leaders are often working on large, intractable social problems. Those problems require the right way forward, not the most popular way forward. As a social change leader you must claim your very real need to turn off the noise. Amid the quiet you may just discover the necessary path. And perhaps also, the will to lead us there.
Photo Credit: Sebastien Panouille
As I mentioned earlier, leadership is on my brain this month. And I was reminded over the weekend that inspiration and leadership go hand in hand. You cannot lead real change unless you are able to inspire those you are leading to do great things.
On Saturday I watched the movie Invictus with my sons. The movie chronicles the 1995 Rugby World Cup championship which South Africa hosted shortly after the end of apartheid and the election of their first black president, Nelson Mandela. Mandela saw, before anyone else, the opportunity the World Cup offered to unite a country divided by decades of segregation.
Mandela also recognized in François Pienaar, the captain of South African rugby team the Springboks, the opportunity to create a real leader. Although at first a reluctant leader, Pienaar finds inspiration from Mandela and uses it to rebuild his disheartened team and eventually go on to win the World Cup.
Although the movie came out several years ago it seems particularly timely now because of Mandela’s recent death. The movie demonstrates what an amazing social change leader Mandela was. He had the uncanny ability to recognize people’s strengths and offer them an opportunity to rise to heights they had never imagined.
It seems to me that what separates great leaders from mediocre leaders is this ability to inspire others to greatness. A true leader asks us to rise above circumstances and do more, be more than we ever thought possible. It is at those times that real change can happen.
Through a seemingly innocuous sporting event, Mandela and Pienaar took the rubble of a horribly segregated and angry country and built unity. It is amazing to watch:
My focus this month at Social Velocity is nonprofit leadership. As I mentioned earlier, May’s webinar is Reinventing the Nonprofit Leader. And I’m delighted to release today, as promised, the companion book, Reinventing the Nonprofit Leader.
Here is an excerpt from the new book:
The new millennium has been a difficult one. A crippled global economy, threatening climate change, crumbling education and healthcare systems, and a widening income gap comprise a few of the social problems we face.
And as our social challenges mount, the burden increasingly falls to the nonprofit sector to deal with the fall out.
So it is time for a new kind of nonprofit leader, one who has the confidence, ability, foresight, energy, and strength of will to lead the nonprofit sector, and our communities, forward. Indeed it is up to the leaders of our great nonprofit sector, to face, rather than shrink from, these many challenges.
It is time we move from a nonprofit leader who is worn out, worn down, out of money and faced with insurmountable odds, to a reinvented nonprofit leader who confidently gathers and leads the army of people and resources necessary to create real social change.
So in the hopes of inspiring nonprofit leaders to claim their rightful place as true heralds of social change, I have written this book. It is based on my many years of coaching nonprofit leaders to success. This book lays out the elements that those nonprofit leaders have learned in order to embrace their role as reinvented nonprofit leaders.
The reinvented nonprofit leader:
- Unlocks the Charity Shackles and demands to be treated as an equal and critical part of the economy, the community, the solution.
- Refuses to Play Nice and gets real with funders, board members, partners, and staff who are standing in the way of progress.
- Embraces Strategy that moves beyond just “doing good work” and gets real results.
- Uses Money as a Tool because big plans will not come to fruition without a sustainable financial engine behind them.
- Demands Real Help and the tools necessary to achieve the mission because the best leaders recognize weakness and solicit help to address it.
- Breaks Down the Walls of the organization and lets the world in as fully engaged partners, advocates, and supporters.
- Remembers the Dream that got them here in the first place because often it is the big idea that propels great leaders forward.
It is a tall order, but true leadership is.
We no longer have the luxury of mediocre leaders. These times demand confident, capable, engaging leaders who are a beacon to a society whose mounting problems are overwhelming at best.
While it may seem like an impossible transition to become a new kind of nonprofit leader – one who is more entrepreneurial, innovative, confident and strategic – let us remember that nonprofit leaders have always been entrepreneurs. They have recognized some sort of disequilibrium in our society and have created, out of nothing, an organization, a solution and an assembly of staff and volunteers to fix it. In essence, I am simply encouraging you, the nonprofit leader, to claim your rightful place.
The reinvented nonprofit leader is confident, engaged, and savvy. She will, I have no doubt, lead this great nonprofit sector, and all of us who benefit from it, to new heights.
So how do you become a reinvented nonprofit leader? Let’s take these one by one…
If you want to read more, download the Reinventing the Nonprofit Leader book now.
And if you register for the webinar before May 21st the companion book is free. You can register for the Reinventing the Nonprofit Leader webinar here.
Nonprofit leaders have been given a seemingly endless list of tasks: develop and execute effective programs, manage a diverse and underpaid staff, chart a bold strategic direction, create a sustainable financial model, wrangle a group of board members with often competing interests, and recruit and appease a disparate funder base.
All with little support along the way.
I think its time for us to reinvent the nonprofit leader. In order to better lead her staff, board, and donors to greater social change, the reinvented nonprofit leader must:
- Unlock the charity shackles that keep nonprofits beholden to dysfunctional expectations
- Refuse to play nice with staff members, board members, or funders who stand in the way of the mission
- Embrace strategy that gets results
- Wield the money sword
- Break down the walls of her nonprofit to let in more supporters, advocates, and partners
- Demand real help and the tools necessary to do the work well
- Remember the dream for change that inspires the work
So in the hope of inspiring nonprofit leaders to claim their rightful place as true heralds of social change, I am offering a new Social Velocity webinar, Reinventing The Nonprofit Leader.
Informed by years of experience coaching nonprofit leaders, the Reinventing The Nonprofit Leader webinar will help nonprofit leaders like you to:
- Adapt to a rapidly changing world
- Find the confidence, energy and will to lead more effectively
- Better engage your staff, board, and donors in the work
- Stop apologizing for what you really need
- Use money as a tool
- Embrace new technologies and approaches to build momentum
- Become inspired for the work ahead
Reinventing Nonprofit Leader
A Social Velocity Webinar
Wednesday, May 21, 2014 at 1:00pm Eastern (or On Demand)
Don’t worry if you can’t make the time of the live webinar. All of our webinars are recorded and available On Demand, so simply sign up now, and you’ll be sent a link to watch the recording of the webinar after it airs. You can see the entire Social Velocity On Demand Webinar Library here.
I hope to see you there!
Photo Credit: Library of Congress
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