Scary Nonprofit Quotes 2024

October 24, 2024

Welcome to the 3rd not-quite annual edition of Scary Nonprofit Quotes.

I authored the original edition in 2021 as Halloween approached and a follow-up in 2022.  After a one-year hiatus, I’m back.

I’ve wracked my brain and reviewed notes from the year. So without further adieu, here are the scariest things I’ve heard uttered by nonprofit leaders during the last couple of years.  Some of these may seem made up, but they’re not!

If you have a scary quote of your own, please add them as comments!

Scary Quotes, 2024 Edition

  1. I knew 10 years ago our fundraising database was a mess and needed to be replaced, but it just never seemed like the right time.

  2. I know this is what most of the people we had you interview said, but I don’t think they get nonprofits.  (Note: the people interviewed actually had more nonprofit experience than the board chair who uttered this].

  3. I can’t continue to be board chair of this organization unless the organization starts paying me as a contractor.

  4. I don’t believe we should work with deadlines or agreed upon objectives. 

  5. I don’t use talking points or write up what I’m going to say at our fundraising events. I prefer to wing it.   I’m not sure I could tell you what I said after the fact. 

  6. I know it’s a headache, but I’ll just leave that to the next Executive Director to deal with [after I leave in about 2 years].

  7. I don’t care if our board minutes are accurate.  Nobody will ever read them.

  8. I like to just use general topics for meeting agendas rather than specific questions.  I prefer to just let the meeting unfold.

  9. High staff turnover is something we just have to accept given we’re a nonprofit and therefore don’t pay well.

  10. I think I should be able to bring my wife to the board meeting. [notwithstanding the confidential information/topics that will be covered].

Let’s do a poll!  Please vote for your favorite Scary Quote of 2024.  I’ll be sure to post the results on Halloween. 

Please also comment if you have your own scary quotes you’d like to share!

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Why volunteers before how volunteers

September 25, 2024

With a few exceptions, the vast majority of nonprofits with which I’ve worked have viewed volunteers as both an important resource and strategy. 

Almost always, they immediately get to the question: how do we get volunteers?

In my experience, if you start by answering that question, you’re getting off on the wrong foot.

Instead, you should first ask the question: why volunteers?

How you go about getting volunteers will greatly impact what types of volunteers you secure.    You may recruit lots in raw numbers, but not meet your needs.

At the same time, understanding why you want volunteers will help you identify the right recruitment priorities.

So before designing the how, start with the why.

And to answer the why, I generally counsel asking two other questions in combination:

First, what do you most want out of your volunteers?

Second, what level of volunteer do you need?

Let’s take those questions in turn.

What do you most want out of your volunteers?

Here are five potential reasons I’ve experienced first-hand:

  1. To do the work staff just can’t get around to doing (either back-end administration/fundraising or programmatic).   The most recent statistic I found (from 2021) featured 60.7 million adults volunteering 4.1 billion hours.   A well-designed volunteer program should get more work done than could be done with the staff time necessary to recruit the volunteers.

  2. To be authentic voices.   Whether in fundraising or program, volunteers can speak authentically in ways that staff simply can’t. 

  3. To tap into their relationships.  Relationships drive fundraising, volunteer recruitment, advocacy, and other areas where nonprofits often focus.  Volunteers bring with them all of their relationships with friends, colleagues, etc. and can likely be heard by those people in ways that aren’t possible if the organization were to communicate with them directly. 

  4. As sources of local knowledge.  Particularly if your organization is trying to make a difference over a relatively large geography, volunteers are uniquely positioned to become your eyes and ears on the ground to help you make sure you deploy your resources in their geography in ways that will work.

  5. As sources of specialized expertise.  Whether it be graphic design, accounting, information technology, or a dozen other areas, organizations can sometimes meet their needs for technical expertise through high-level volunteers that save them money.

There is also a second question worth asking:  what level of volunteer do you need?

My very crude short-hand is there are three levels of volunteerism: participants, activity leaders, and organizational leaders.

Participants show up and do something for you.   Often just once, but sometimes repeatedly.   This is the bread and butter of many volunteer programs, particularly if they aim to generate lots of activity.  This looks wildly different based on the type of nonprofit.  A conservation nonprofit might have tree planting or cleanups.  An advocacy nonprofit (no matter the topic) might have phone banks or door-to-door canvassing. 

Activity leaders are the next level up: these volunteers are willing to lead all or part of some activity.  They may provide the training for participants, they may provide food for a fundraiser, they may take responsibility to recruit other volunteers, to cite just a few examples.

Organizational leaders take ownership for the long-term health of the group, overseeing either a series of activities or overall organizational health.  Board members are inherently organizational leaders if they’re doing their job.  But nonprofits shouldn’t assume that only board members will fulfill organizational leadership roles.  Other volunteers can be cultivated and given non-board authority in ways that allow them to take on organizational leadership as volunteers.

After answering these questions, it’s now appropriate to go back and set up a program that answers the how of volunteer recruitment.

If what you most need is local knowledge from people who’ll take organizational leadership, it argues for a very different volunteer recruitment strategy than if what you need most are activity participants who’ll do basic grunt work.

In a future blog entry or article, I’ll write more about effective volunteer recruitment programs.

But no matter your skill-set at recruitment, you’ll go further in setting up your program if you start by answering the question why.

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How to relentlessly focus on relationships

July 25, 2023

Filed under: Communications,Fundraising,Human Resources,Leadership — jonathanpoisner @ 3:42 pm

I’ve previously written about the value of relationship-building to nonprofit organizations.

Organizations that thrive relentlessly focus on relationships. Successful organizations are constantly expanding their pool of relationships and strengthening existing relationships. Then they consciously activate those relationships.

I was recently talking to a nonprofit leader who seemed to grasp this in theory, but struggled with execution.

As such, I’ve repackaged in this article some of my prior writing about the value of relationships with the aims of providing more practical advice people can use when it comes to building relationships that matter for your organization.

But first, why relationships?

It comes down to human nature.  While people receive information outside of relationships, relationships have a powerful role in how people react to information.

People listen more to people with whom they have a relationship.

People are more likely to be persuaded by people with whom they have a relationship.

People take action more when requested from people with whom they have a relationship.

Of course, the quality of the relationship matters too. The deeper the relationship, the greater the odds that we will listen to someone, be persuaded by them, or take action at their request.  Conversely, a bad relationship makes someone even less likely to listen or act upon a request.

Here’s a practical example of how this may impact fundraising for a nonprofit.  An Executive Director may give a pitch-perfect donation request to John Doe. A board member may give a mediocre donation request to the same John Doe.  If the board member and John Doe are friends and the Executive Director has never met John Doe, the mediocre board request is far more likely to yield a significant donation.

Yet, it would be a mistake to think of relationships as just about fundraising.  Relationships impact an organization’s interaction with volunteers, media, allied organizations, elected officials, and people the organizations are working to serve.  Any time you’re trying to shape behavior, relationships matter.

So how do you go from theory to practice?

Here are seven ideas worth considering.

First, build into your workplans (especially Executive Directors) time set aside for relationship-building.  If you don’t set aside time for it, you’re less likely to make it happen.  Examples of relationship-building activities that take time:

  • Attending fundraisers for peer organizations.
  • Going to lunch or coffee with allies who you don’t know particularly well.
  • Asking for advice from elected officials or other decision-makers.
  • Attending conferences and focusing on relationships more than the conference substance.

Second, create events with relationship-building in mind.  This could be:

  • A volunteer appreciation event. 
  • A “Meet the Executive Director” or “someone else important” event. 
  • A workshop or training where time is set aside for people to get to know each other. 

Every time you plan or attend an event, a standard question should be: “how can this event be used to meet someone new and/or strengthen my relationship with those I already know?” 

Third, train your staff about the value of relationships and events.  If they’re attending an event while working for you, they should understand they should be focused on new people and not just standing in the corner chatting with folks they already know well.  Challenge them to come back from every event with a couple examples of new people they met with whom they should do some follow-up.

Fourth, set relationship goals.  When I was an Executive Director, I had a goal of having lunch or coffee with one allied Executive Director per month with no agenda other than getting to know them (and their organization) better.  By putting this goal in writing as part of my annual goals with the board, I “forced” myself to stay on track.

Fifth, use your organizational database to record what you learn.  Even with the best intentions, it can be challenging to meet people and remember everything of relevance you learned six months or a year later. Your organization should have a CRM (constituent relationship management) database (probably primarily for fundraising, but for other things too) where you can keep track of who you met with of significance and add notes of anything significant you learned where you may wish to follow-up at your next meeting. Taking notes in your database doesn’t make your relationship any less authentic. It just recognizes we have fallible memories.

Sixth, seek out and bring into your organization those who’re obviously good at relationships.  You and I know them.  I’m a natural introvert.  But we all know those extroverts who seem to know everyone and like playing a connecting role between people. They are golden for your nonprofit if you can excite them about your cause.  If you see somebody who fits that bill express interest, put extra time and attention into cultivating them.

Lastly, be committed to asking those with whom you’re in a relationship to activate their relationships on your behalf.  As I write this, I have 1,345 LinkedIn Connections.  Those 1,345 have more than 477,000 unique connections!  Of course, LinkedIn is just being used as an illustration of a point:  the people with whom any individual has relationships open them up to a vastly larger network of relationships than they can ever tap on their own. 

So don’t just rely upon this “activation” of relationships to happen by chance.  Directly ask your supporters to reach out to their friends and neighbors.  This could be as part of a Peer to Peer fundraising effort, as part of volunteer recruitment, recruiting people to attend events, sharing online news, or some other method.  Bottom line: turn donors into fundraisers and volunteers into volunteer recruiters. 

Do you have other ideas for how to build and strengthen relationships? I’d love to hear in your comments.

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Tools for an Executive to Stay Focused

April 24, 2023

Filed under: Board Development,Human Resources,Leadership — jonathanpoisner @ 3:46 pm

Quite a few times I’ve encountered Executive Directors who come across as very competent.  Their writing is cogent. Documents they produce are always well-formatted. They are well-spoken in person, laying out clear ideas. They get a lot of stuff done. Many tasks are clearly getting crossed off their to-do list. They clearly work a lot of hours.

Yet, their organizations flounder.

Almost always, it’s because they’re getting the wrong tasks done.

By wrong, I don’t mean they are doing tasks that are inherently counterproductive.  It’s that they’re doing tasks that should be priority 6 through 10 when priorities 1 through 5 are crying out for more attention.

Peter Drucker wrote extensively about this 50 years ago in his seminal book: The Effective Executive, which I have reviewed.  The effective executive not only does things right, they do the right things. 

How can an executive stay focused on the top priorities in order to be more effective?

In every organization I’ve encountered, the Executive Director (or CEO) could work 24 hours a day, 7 days a week and not run out of useful things to do on behalf of their organization. Of course, in the real world you have 40 hours per week on a sustained basis, with some executives able/willing to let that spike to 50-60 hours for extended periods.

How do you decide what to do within the time available?

My first recommendation for an Executive Director when evaluating a potential tasks/projects is to filter it through three questions to determine whether to not do a task.

Question one is: is the task/project essential to our organizational strategy. Whether or not the organization’s strategy is embodied in a written strategic plan, you should know what your goals are and the strategies you’re using to achieve them. If a task doesn’t squarely fit within one of the strategies to achieve one of your goals, it is almost always suspect.

Question two is: should I be the one to do this task? Just because it fits within the organizational strategy doesn’t mean the Executive Director should tackle it. What tasks should fall to the E.D. and what to other staff, to contractors, or volunteer leaders?

Even in an organization with no other staff or contractors, an E.D. who isn’t finding ways to delegate tasks to the board or other volunteers is almost always going to tackle tasks that take them away from higher priorities.

A question any Executive Director can ask: is this something that requires the E.D.’s participation either because of my unique skills or relationships? If not, your first step should always be to ask: who else would be better to do it?

This filter is especially important for an Executive to use when receiving requests that they participate in meetings. More often than not when I encounter a floundering executive, they are heavily scheduled into meetings where they aren’t essential participants. They just don’t want to miss out on the “action.”

A third filter to apply is to ask the question: is the task the cake or the icing on the cake?

Put another way, is accomplishing this task an essential building block to the overall success of the organization or is it just one nice outcome we want? Unless and until the essential building blocks are achieved (or on track for achievement), tasks that are simply positive should be shelved.

Think about posting a sign within your eyesight at your desk with these three questions:

  • Is it strategic?
  • Am I essential?
  • Is it the cake or just the icing?

In addition to using these filters to nix involvement in some tasks, there are three other tactics I recommend to Executives looking to become more focused.

First, identify up-front what are the most important tasks you struggle to complete. (Oftentimes that’s major donor fundraising). The solution: calendar large blocks of time to focus on the activities you struggle to complete and rigorously stick to that schedule. Force yourself to stick to a schedule where everyone on your team knows you aren’t to be disturbed.

Second, cut out the easy time-wasters. Examples of these include:

  • The meeting that takes an hour that could just as easily be accomplished in 30 minutes.
  • The half-dozen times during the day checking your Facebook because there might be something relevant to the organization’s work.
  • The extra 15 minutes formatting a document to be perfect when it was already good enough to be understood. (Occasionally, that extra 15 minutes matters, but usually not).

Lastly, beware shiny objects. These are the opportunities that come along that seem exciting on the surface. Perhaps you’re asked to speak to a group. Or to put together a media release on some breaking news of relevance.   Often, these are things that may gratify the ego, but really aren’t essential building blocks to organizational success. Get used to saying no and feeling good about it because when you say no to something new you’re saying yes to the core work you already have underway.

Do you have techniques of your own to share? I’d love to hear them.

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Tools and Techniques to Boost Efficiency

March 22, 2023

Filed under: Human Resources,Leadership — jonathanpoisner @ 10:54 am

Guest Blog by Karen Graham

I had never thought of myself as an especially productive person. Like most of us, I often felt like there wasn’t enough time in the day to accomplish everything I needed to do, much less the things I wanted to do. 

But after colleagues called me out as an example of someone who is organized and efficient, I realized that I have in fact learned some helpful habits and discovered some helpful tools. I’ll share a few of them with you here, and I hope you will share your own tips in the comments, so we can help each other get better.

Start with your inbox

Whether you’re really struggling with productivity, or you’re already pretty good at it but want to improve, I recommend taking a look at how you manage your email inbox. Why? Because this is the low hanging fruit, an activity on which people tend to waste a lot of time, and where small changes can win back minutes or hours.

When it comes to email management, less is more. 

  1. Fewer touches – Check email less frequently, and when you do, try to either handle the message immediately or mark it for later, then get it out of your inbox. I use an adaptation of the Getting Things Done method, processing my email first thing in the morning and after lunch, and making sure my inbox is empty at least once a day.

  2. Fewer folders – Years ago, someone essentially dared me to delete all my email folders. I discovered that the search functions in Gmail and Outlook are so effective I really didn’t need folders, and I was wasting my time moving things to folders and sorting through them. Now everything that passes through my inbox either gets archived or deleted.

  3. Task apps – A task application or plug-in that integrates with your email system makes it easy to convert messages into tasks. I like Todoist for Gmail and Microsoft’s To Do for Outlook Web App, because they integrate tightly, preserving the link to the original message.

  4. Less email – Consider moving conversations to Slack, Teams, or other chat-style apps, especially if you’re living that reply-all nightmare.

Call in the robots

Automation and artificial intelligence (AI) can do a lot of mundane tasks for you, though you’ll want to set this up carefully so it doesn’t leave a trail of destruction in its wake. Here are just a handful of ways to use automation and AI.

Consider using Zapier for sharing data between systems. For example, when someone signs up for a webinar on platform A, a Zap could pass their contact details over to the CRM.

Set up triggers and actions in a CRM, marketing system, or case management system. For instance, when a donor makes their first gift, the system could create a task or reminder for your development director to personally welcome them, and automatically add them to a series of welcome emails. You might be surprised at how much automation your data management software offers.

Redesign processes to be more efficient

When you’re implementing a new technology tool, that’s a great time to also look for ways to streamline your processes, improve quality and consistency, and even make them more enjoyable. 

Let’s say you want to improve your donation acknowledgement process. You might use a time tracking tool, such as Toggl, to record how much time the current process requires and how much you gained through improvements. You could also use software such as Lucidchart to make process maps, so you can visualize where the tasks and decision points are. Or just use a pencil or a whiteboard. Once you’ve identified a potential improvement, try simulating or prototyping to see how it might work. Tools for storyboarding, such as Canva’s free storyboard creator, are a fun way to bring the envisioned process to life.

Establish good habits

Look, all the fancy technology in the world is not going to compensate for your poor habits. Productivity experts have written plenty about time blocking, eliminating distractions, and creating deadlines and rewards. Read up on it, find something that works for you, and don’t beat yourself up if the habit doesn’t stick the first time around (or even the second or third time).

One of my most fruitful habits is writing down daily highlights. I use Evernote to keep a note for each month, with a numbered list corresponding to the days of the month. At the end of each day, I jot down one thing I accomplished, big or small. Looking back at this helps me realize that even when I felt like I was spinning my wheels, I actually was doing something worthwhile.

Wrapping up

Here are a few key points to remember.

  • Check email mindfully, avoid endless folders, and use integrated task apps to keep your inbox clean.
  • Take advantage of automation for mundane tasks. 
  • Streamline processes with the aid of time tracking, process mapping, and storyboarding tools.
  • Establish personal habits that amplify your productivity.

Go ahead, practice this now. Make a commitment to try one of these techniques, perhaps using time blocking or a task management app to remind yourself to complete it. And then think about all the wonderful things you can do with your extra time!

About the Author

Karen Graham is a nonprofit leader and technology strategist who loves helping people solve problems – from making their work easier and more enjoyable, to enabling their organization to more effectively achieve its mission. She writes and speaks on technology leadership, software selection, user adoption, innovation, and strategic IT alignment. Karen owns Karen Graham Consulting, providing technology coaching and consulting for mission based organizations.

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Board members in management roles – updated

February 28, 2023

Filed under: Board Development,Human Resources,Leadership,Strategic Planning,Volunteers — jonathanpoisner @ 8:53 am

Originally published in August 2022, this edition of the post expands upon the suggestions I offered in August.

A challenge unstaffed nonprofits face is that board members necessarily take on roles that are not board governance.   These other roles are hard to categorize with a singular term.  They include management, administration, coordination, program administration – pretty much anything that one would expect to be done by staff in a large organization. For purposes of this article, I’m going to lump them together as “management.”

This challenge isn’t just for unstaffed organizations.  It is also true for many small or even medium sized nonprofits where the group’s ambitions exceed the staff capacity, leaving board members playing additional non-governance roles.

I have often been tasked with assisting clients on how to help their boards be more effective.  For smaller organizations, I have repeatedly found that confusion regarding the additional non-governance roles taken on by directors is a problem that metastasizes in a variety of ways to make the board dysfunctional.

This article is my attempt to both explain the challenge and to point nonprofits towards some practical steps to address the challenge. I have seen a few nonprofits employ at least some of these strategies, but rarely have I seen them deployed aggressively in combination.

The Challenge

Let’s start with a basic premise:  in any nonprofit, there is a need for governance and management.  (Here, I’m using management as a catch-all term for everything that is not governance). 

The board must govern.  Everything else can be delegated to either staff or other non-board volunteers.

It would take an entirely separate article (or book) to fully explore what fits into the governance category.  I’m fond of BoardSource and the way they lay out 10 responsibilities of nonprofit boards. Big-picture, governance is making sure the organization has the right boat, the boat is pointed in the right direction, and it’s well-provisioned. Management is rowing the boat.

If all an organization did was governance, though, that means the boat would simply sit in place. The actual mission “work” of the organization would never get done, nor would much of the behind-the-scenes administration necessary to support that mission work. 

The result in small organizations:  board members take on management roles in addition to their governance role.  Board members necessarily row. And this leads me to my most important point:  too often, in board meetings and board governance discussions, these extra “rowing” roles are treated as part of the governance role, rather than as a separate non-board role.

Why is this a problem?

First, board meeting time gets filled up with discussing and coordinating management and programmatic tasks, which often seem more urgent.  The result: the board doesn’t spend as much time on governance as is needed to meet governance responsibilities.

Second, even between the board meetings. board members spend so much time addressing management, they lack the time or mental energy to perform their governance roles to the level required.

Third, the board applies to management the decision-making and communication norms meant for governance.

What do I mean by decision-making and communication norms? Norms are the ways we generally operate culturally; they are what seem normal.

In particular, governance “normally” tends to operate by consensus, with ample input from everyone before a collective vote.  That’s really important, particularly around governance responsibilities where all board members have legal duties to engage.

Yet, consensus and high-input decision-making processes are a recipe for inefficiency (or even paralysis) when it comes to management tasks.  I sat through a board meeting where an agenda item was to receive everyone’s input on a draft email newsletter and it was a deadly waste of time. Don’t even get me started on the board meeting that turned into a detailed conversation about table arrangements for a fundraising event.

Bottom line: meetings become bogged down in the wrong topics. Board members tune out listening in on decisions/discussions that really should involve a small subset of the participants, if they should involve discussion at all. Governance responsibilities get neglected and it becomes harder to recruit new board members being asked to take on both governance and management tasks. It becomes a vicious circle.

Suggestions to Address the Challenge

So how do you get past this conundrum? After all, if the organization had funds to pay for staff, it probably would.

Suggestion 1:  Be clear about roles and that these roles include both board roles and management roles. Management roles will vary wildly by organization, based on your administrative and programmatic needs.

One person may take on two (or more) separate roles that fit into separate categories. For example, Person a might be both (a) a board member and chair the board recruitment committee and (b) also serve as newsletter editor.

The important point: when playing the “management” role (in this case newsletter editor), the “board” member is not acting as a board member, but rather as a volunteer. After all, there’s no inherent reason the newsletter editor needs to be on the board. (Conversely, the chair of the board recruitment committee really should be a board member).

Suggestion 2: Treat these management roles held by volunteers as quasi-staff in how they work. There should be written “job/position” descriptions laying out their general responsibilities and areas of authority. 

People playing these roles should be given authority to operate as a leader and make decisions within their area of responsibility, without having to get pre-approval from the board. With the added authority should come some responsibilities. Most importantly, people playing these roles should be asked to provide something in writing that serves as the equivalent to a “staff” report prior to meetings so that meetings aren’t taken up with oral reports that are of no value to those not at the meeting.

Accountability, as with staff, should be after-the-fact, with potential removal from their role.

Suggestion 3: Recruit for these roles. Identify what you most need from these roles, write the descriptions, and share them with those who may be interested. Treat this as importantly as you treat board recruitment, if not more so.

What if some board members opt not just to take on this second management role, but to leave the board because they’d rather do “program” than “governance. That’s okay!

Suggestion 4: Formally separate out the board meeting from a second management coordination meeting that addresses non-governance topics.  For efficiency sake, these can be back to back, since many of the same people will be involved. Take a 5-minute break between these two meetings.  The latter meeting may just be a subset of the board who are actually needed for it; and it ideally should include some non-board volunteers who’ve taken on an ongoing management role.

Importantly, for the “management coordination” meeting do not use the norms you use in the board meeting. The fundraising coordinator doesn’t get equal say on the newsletter content as the newsletter editor. The newsletter editor doesn’t need to weigh in on what someone is doing with regard to a specific program. The purpose of this meeting is to share essential updates and to ensure coordination is happening where needed between several people playing various roles, not to make collective decisions.

Suggestion 5: Just because a volunteer takes on a “management” role with the organization (e.g. leading on some program), doesn’t mean you should elect them to the board, especially not to “fill a slot.”  Reward and acknowledge people playing these non-board roles on your website, in your communications, etc., but don’t fill up your board with people who aren’t fully committed to the “governance” responsibilities that come with service. 

This may mean jettisoning some people from the board who really just want to volunteer in a management role.  It’s better to have a smaller board that focuses on governance than a larger board with uneven participation on governance because some “management” volunteers are sitting around the table without the time or expectations to actually govern.

Of course, it’s okay for some people to have dual roles – if they have the time to do so and understand they have two sets of responsibilities – governance (board) and management (volunteer).

Suggestion 6: Focus on Communications

The strategies above don’t work if you don’t adequately communicate across roles. Written reports prior to board and management coordination meetings should be the norm. They should be shared across the team. Short memos should be written after board meetings and management coordination meetings encapsulating key decisions and action items. (With the board, this should be above & beyond the formal minutes).

While your management team doesn’t have to include board members, you probably need one board member to attend those meetings and serve as a liaison if they are truly separate.

Suggestion 7: Efficient Meetings

Clear agendas. Written materials shared ahead of time with an expectation they will be read so that meeting time can be focused on discussion and decisions, not oral reports. Active facilitation to keep people on topic. Stay out of the weeds unless absolutely essential.

I’ve sat through too many 2 hour board meetings that should have been 90 minute board meetings with even halfway decent facilitation. The collective time saved can be substantial.

Suggestion 8: Embrace collaborative tools

Small nonprofits that embrace technology spend a little time up-front for large time-savings down the road.

Most importantly, technology now allows “asynchronous” planning where multiple people can be working together on the same document at different times, without having to email it back and forth and not knowing who’s working on the latest version.

Example: Googledocs and googlesheets stored in GoogleDrive.

Example: GoogleGroups for email lists for just those board/management & program volunteers focused on a specific task, so that everyone else’s email inbox doesn’t get cluttered up with topics they really don’t need to track closely.

The above tools are free.

There are many even more robust tools for collaboration and communication that cost a bit, but can take you to the next level.

I’ve seen boards composed of older, tech-averse board members take the time to force board members to learn these tools and they’ve always been really, really happy 6 months later.

Suggestion 9: Set realistic expectations

For all of the above, and for your governance responsibilities, don’t let the perfect be the enemy of the good. Be realistic. As you make plans, a little boldness is good and can inspire. Excessive boldness can sap your energy when you inevitably fail.

If your team is naturally all optimists who historically have led you to bite off more than you can chew, assign somebody the role of “pessimist” who’ll be charged with the task of asking hard questions during board meetings.

Recognize that you don’t have to do everything everywhere all at once. If you realize you’re not doing well fulfilling 4 of the 10 board governance responsibilities, phase in doing better over the course of a year or two, not over the course of a month or two.

Suggestion 10: Keep the purpose in mind

There’s a bricklayer parable.

Short version: Bricklayer 1 is laying bricks. Bricklayer 2 is building a wall. Bricklayer 3 is building a school.

Who’s likely to be happier and stick with their task the longest? Obviously bricklayer 3 (unless you’re a MAGA trying to destroy public education, but that’s a different topic.;-))

What’s that mean? Find opportunities to make sure that your board and your management volunteers learn about and experience the positive good your organization is seeking to bring to the world.

Your feedback

I’ve only seen a few instances where organizations have gone full-in on the suggestions I’m recommending in this article. I remain genuinely interested in hearing from others who have addressed the challenges I’ve raised either via something along the lines I suggest or some other method.

Shoot me an email or go ahead and comment on this blog.

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Home Remodeling Lessons for Nonprofits

January 31, 2023

Filed under: Human Resources,Leadership,Strategic Planning — jonathanpoisner @ 10:50 am

Back in 2013, my wife Suzan and I bought a house that was a fixer upper.  Not falling down.  But pretty much every room had at least one significant thing that needed work.

We’ve been slowly tackling the “project,” with an increased pace during the pandemic.

As I was reflecting recently on the process, it struck me that some of the lessons I should share with future home remodelers are also on point for nonprofit leaders.

So here are my top seven home remodeling lessons and their application to nonprofits:

1. Pace yourself

In remodeling, especially a house that needs a lot of work, don’t make your life miserable by trying to get everything done quickly.

There can be a tendency to see all the things you want to do and to try to do everything all at once.   Unless you’re Michelle Yeoh starring in a remarkable movie, you can’t be everywhere at once, so don’t try it. 

Don’t burn yourself out by working excessive hours.  Find work/remodeling life balance.  Recognize you’re looking to generate impact/improvement over time.

Every word above is true about nonprofit leadership. 

2. Set priorities

So if you can’t do everything at once, it’s important to figure out what aspects of your home are most urgent for you. 

We started with what was necessary to preserve the house, its structure, and our wallets (due to energy inefficiency).

Then we asked what improvements would give us the greatest joy while living in the house, as opposed to those that are mostly about the value of the house when it comes to eventual resale.  For me, the fact that the ceilings had lots of cracking wallpaper (yes, some idiots put wallpaper on ceilings) really didn’t impact my state of mind in the house. So I was fine waiting several years to address that task..  I imagine for others that aesthetic would have been a daily affront, so they would probably have tackled it sooner.

In nonprofit terms, are there priorities that must come first to preserve the nonprofits ability to operate? Or where failure to address the situation undercuts the nonprofits’ ability to thrive? Probably do those first. 

While with a home, it’s about joy, for a nonprofit it’s about impact.  What further improvements to your nonprofit will generate the most impact?

3. If you’re a team, work with each other’s strengths

Some people remodel solo, so this lesson doesn’t apply to them. In our case, my wife and I definitely have different strengths when it comes to remodeling.  I’m fine removing wallpaper with her, but please don’t ask me to paint if you want it done competently.  I’m far better than her at the budgeting and task management side of things.  We’ve found our way to work together allowing each of us to do those things where we excel (in comparison to each other).

In nonprofit terms, divide up the workload based on your skillsets and passions.  Of course, a lot of this is done as part of hiring when you hire for specific sets of duties/responsibilities.  But even within the broad confines of job duties, you will sometimes find yourselves working as a team on a project and, when doing so, take into account your relative strengths at tasks in dividing them up.

4. Have plans, but be flexible

Suzan and I had a long-term plan.  We knew what outside projects needed to happen (meditation hut built, deck built, retaining wall, etc.) and what inside projects (insulation, solar power, heat pump with mini-splits, address each individual room, etc.).   We had a rough order and at multiple points have put it in writing.  And we’ve generally followed the order envisioned.

But when the situation changed (such as Suzan having an extended period of not working, thus having more time), we adjusted things in order to take advantage of the situation. We’ve also had a contractor emerge with whom we work well at a good price, so we’ve moved some things up to play to his strengths and availability.

As a nonprofit, it’s essential to plan as well, both for the long-term (e.g. multi-year strategic) and shorter term by function (communications, fundraising, etc.).  But don’t feel like the plans manage you, manage based on the plans.  Adapt when an opportunity emerges if it matches your overall objective.  As a nonprofit Executive Director, I once created an entire program and position because a true rock star emerged who I knew could make a difference as part of our team.

On the flip side, address threats that may have been unexpected, like loss of a key funder.

Then go back and adjust the plans.

5. Pick your battles/don’t sweat the small stuff

Especially when working with contractors, recognize they won’t do everything 100% as you had envisioned/desired.  If something’s clearly wrong and it will bother you, make them address it.  But if it’s small and not really consequential, maybe let it slide. 

Same thing if it’s your own work that’s not superb.  Unless you’re trying to create a “show” house, recognize that the goal is quality not perfection.  So think about what you want to be absolutely right, and what can just be adequate. I absolutely adore the new exposed woodwork in my office after the paint was stripped from windows, doorframes, and the baseboard, but I wouldn’t want to put in the work to do the same in our upstairs hallway.

So too in a nonprofit.  I rarely find perfectionist Executive Directors do well.  They figure out that for most of what they get done, putting in 50% of the time to get to 90% of the quality is the sweet spot. Extra time required to redo a task or get a task done “perfectly” is only occasionally worth it. 

6. Don’t just do the fun stuff

Some parts of remodeling I found fun.  Okay, really not much at all.  Many parts of remodeling Suzan found fun. 

Yet, we recognized that if we only did the parts of a remodeling ourselves and tried to get a contractor to do everything “non-fun,” it would be wildly inefficient (and expensive).

So we removed wallpaper.  Way too much wallpaper.  I really don’t like sweating in a respirator while steaming/scraping.  But I recognized that to match our budget, we really needed to do much of that ourselves, saving contractors for the areas of work where we lacked the skill and equipment (or where Suzan lacked the time; she definitely has the skills).

So too in a nonprofit, there can be a tendency to ignore the parts of the job you find less fun. Perhaps for you that’s fiscal management. Or personnel management. Or fundraising.  You may try to outsource all the things you don’t find fun, but you’ll quickly find that’s inefficient, expensive, and often leads to work that doesn’t meet the organization’s needs.  

7. Think about who comes after you

This brings me back to my wallpaper rant. Whoever owned our home in its distant past thought the solution to cracked lath and plaster was to simply wallpaper over everything. Okay, not everything, but a lot.

It created the appearance a problem was addressed, at least I imagine it did for some period of time, but it left an even bigger problem behind for anyone else who came along later.

I recognize one homeowner doesn’t legally “owe” it to a future owner to have done a remodel in a way that doesn’t create challenges for their successor. But you should have at least some consideration for how things will play out over the extended time of a house with future owners. Hint: wallpaper sucks.

In a nonprofit, you owe a very real obligation to whoever succeeds you in your nonprofit not to have addressed problems in ways that paper over them. If you’re an Executive Director thinking about leaving their role, don’t leave a really problematic employee for a future Executive Director to address. Don’t “paper” over a problem like a non-functional fundraising database by jury-rigging it in a way that “kind of” works. Take the harder route that will leave your nonprofit able to make an impact not only today, but in the decades to come.

What are your lessons?

Anyone else have some home remodeling lessons to share? Please don’t be shy!

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Scary Nonprofit Quotes of 2022

October 19, 2022

Filed under: About My Work,Board Development,Fundraising,Human Resources,Leadership — jonathanpoisner @ 4:57 pm

Welcome to the 2nd annual edition of Scary Nonprofit Quotes.

I authored the original Scary Quotes edition in 2021 as Halloween approached, documenting examples of some of the scariest things I’ve personally heard uttered by nonprofit leaders during my time as an Executive Director and consultant.

For this second edition I put out a call to colleagues far and wide to hear their scary quotes.

So without further adieu, here are the top Scary Quotes shared with me for 2022.

1. “We’re a 501c3 so we can’t lobby”

Note: Yes, 501c3s can lobby

2. [As told by a board member to an outgoing Executive Director]: “We’re going to hire a person to run the organization even though they quit on you despite you telling us not to hire them.”

Note: 2 years later the  organization went defunct  

3. [Told by a board member to an Executive Director]: “I don’t want to ask X person for money because I think it would be impolite”

4. “Rather than pay a salary, let’s pay the development [fundraising] staff 100% on commission on the funds they raise.”

5. “Our nonprofit should expand. You’re either expanding or dying.”

6. “Raising funds for our issue is much harder than raising money for other issues.”

Note: I’ve heard person raising money for issue X say issue Y was easier to raise money for even as someone working on issue Y said issue X was easier to raise money for.  Unless your issues is exceedingly niche and unpopular, this is almost never the case.

Alternative version: “It’s much harder to raise money in ____ (locale).  People here just don’t donate like they do in ________.” 

Note: again, almost never true. Yes there are giving differences by location, but that’s very rarely the true barrier to an organization.

7. [By an Executive Director to another staff person]: “They can never fire me.  I am indispensable.”

8. [By a board member}: “We don’t need an Executive Director, a monkey could do that job!” 

Note: This board chair decided to do the job himself and tanked the organization.

9. [By a board member]: “I don’t do fundraising.”

Alternative version: “Why would I share my contacts/friends list with the organization?”

10. “Don’t worry about entry level staff pay, benefits, and opportunities for advancement. If people leave, no problem. Everyone wants to work here.”

11. [By a board member]: “It doesn’t matter. We’ll never get audited.”

12. [By an Executive Director asked why he wanted to be an Executive Director]: “I figure nobody could tell me what to do.” 

13. [By a board chair]: “The Executive Director doesn’t need a raise because his wife is a doctor.”

Let’s do a poll!  Please vote for your favorite Scary Quote of 2022.  I’ll be sure to post the results on Halloween.

Please also comment if you have your own scary quotes you’d like to share!

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Board members in management roles

July 19, 2022

Filed under: Board Development,Human Resources,Leadership — jonathanpoisner @ 2:55 pm

A challenge unstaffed nonprofits face is that board members necessarily take on roles that are not board governance.   These other roles are hard to categorize with a singular term.  They include management, administration, coordination, program administration – pretty much anything that one would expect to be done by staff in a large organization.

This challenge isn’t just for unstaffed organizations.  It is also true for many small or even medium sized nonprofits where the group’s ambitions exceed the staff capacity, leaving board members playing additional non-governance roles.

I have often been tasked with assisting clients on how to help their boards be more effective.  For smaller organizations, I have repeatedly found that confusion regarding the additional non-governance roles taken on by directors is a problem that metastasizes in a variety of ways to make the board dysfunctional.

This article is my attempt to both explain the challenge and to point nonprofits towards some new (potentially revolutionary) steps that are worth exploring.   I have seen few nonprofits employ these strategies, so I’m genuinely looking for feedback.  Do my ideas make sense?  Have you heard of nonprofits employing similar strategies?

Let’s start with a basic premise:  in any nonprofit, there is a need for governance and management.  (Here, I’m using management as a catch-all term for everything that is not governance). 

The board must govern.  Everything else can be delegated to either staff or other non-board volunteers.

It would take an entirely separate article (or book) to fully explore what fits into the governance category.  I’m fond of BoardSource and the way they lay out 10 responsibilities of nonprofit boards. 

If all an organization did was governance, though, the actual mission “work” of the organization would never get done, nor would much of the behind-the-scenes administration necessary. 

The result in small organizations:  board members take on management roles in addition to their governance role.  And this leads me to my most important point:  too often, in board meetings and board governance discussions, these extra roles are treated as just another part of their governance role, rather than as a separate non-board role.

Here are three ways this can cause problems.  (I’m sure there are more).

First, board meeting time gets filled up with discussing and coordinating management and programmatic tasks, which almost always seem more urgent.  The result: the board doesn’t spend as much time on governance as is needed to meet governance responsibilities.

Second, even between the board meetings. board members spend so much time addressing management and programmatic “work,” they lack the time or mental energy to perform their governance roles to the level required.

Third, the board applies to management the decision-making and communication norms meant for governance. In particular, governance normally tends to operate by consensus, with ample input from everyone before a collective vote.  That’s a recipe for inefficiency (or even paralysis) when it comes to management tasks.  I sat through a board meeting where an agenda item was to receive everyone’s input on a draft email newsletter and it was a deadly waste of time. Don’t even get me started on one about the table arrangements for a fundraising event. 

So how do you get past this conundrum? After all, if the organization had funds to pay for staff, it probably would.

Suggestion 1:  Be explicit about the fact that a board member may have both their board role and a second volunteer “management” role with an organization.  You could be a board member and also the email newsletter editor, for example.  But the latter is not actually part of your board service, since there’s no inherent reason the newsletter editor role has to be performed by a board member. 

In general, I’d recommend that these management positions/roles be filled by appointment by the Board President/Chair for 1-year terms or ad hoc as the situation presents itself. 

Suggestion 2: Formally separate out the board meeting from a second management & coordination meeting that addresses non-governance topics.  Take a 5-minute break between these two meetings.  The latter meeting may just be a subset of the board who are actually needed for it; and it may also include some non-board volunteers who’ve taken on an ongoing role.

Suggestion 3: Treat those who have volunteered to take on a management role as quasi-“staff” in terms of how they work.  There should be position descriptions.  They should provide the equivalent of a “staff” report prior to meetings.  It should be understood that they have authority to operate as leader in their area of delegated responsibility and should be held accountable afterwards, rather than having the board consulted on decisions ahead of time.

Suggestion 4: Just because a volunteer takes on a “management” role with the organization (e.g. leading on some program), doesn’t mean you should elect them to the board, especially not to “fill a slot.”  Reward and acknowledge people playing these non-board roles on your website, in your communications, etc., but don’t fill up your board with people who aren’t fully committed to the “governance” responsibilities that come with service. 

This may mean jettisoning some people from the board who really just want to volunteer in a management role.  It’s better to have a smaller board that focuses on governance than a larger board with uneven participation on governance because some “management” volunteers are sitting around the table without the time or expectations to actually govern.

Of course, it’s okay for some people to have dual roles – if they have the time to do so and understand they have two sets of responsibilities – governance (board) and management (volunteer).

Your feedback

I’ve only seen a few instances where organizations have operated in the way I recommend.  I’m genuinely interested in hearing from others who have addressed the challenges I’ve raised either via something along the lines I suggest or some other method.

Shoot me an email or go ahead and comment on this blog.

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Slowing down to speed up

December 29, 2021

Filed under: Board Development,Consulting,Human Resources,Leadership,Strategic Planning — jonathanpoisner @ 11:17 am

A few years back, somebody used the phrase “slow down to speed up” in my presence and it really resonated.  Doing some quick google searches, I found dozens of articles that reference the phrase, although nothing that showed me who first said it.

Years ago I also learned of an alternative saying: “There’s so much to do, I must move very slowly” which is often attributed to the Buddha.

Regardless of who coined the phrases, I feel “slow down to speed up” is great advice for many of the nonprofits with whom I’ve worked.  And as the New Year hits, I’d strongly encourage nonprofits to think about it before accelerating into 2022.

The bottom-line challenge:  nonprofits often get so caught up in the small, urgent things that “demand” our attention that we don’t pay sufficient attention to the “why” and the “how,” leading to all sorts of inefficiencies that decrease our ability to advance the mission of our nonprofits.

Put another way, to increase our impact, we need to be more deliberate in the actions we take.

Why is this the case?  And how can nonprofit leaders slow themselves down with long-term effectiveness in mind?

Why can going too fast lead to inefficiencies?

To be sure, you can be paralyzed by indecision and thus not take actions needed.

For most nonprofit leaders I’ve worked with, though, the opposite is the challenge.  The tendency to act too quickly has repercussions on at least four different levels:

  • At the tactical level, trying to do too many different things at once often leads to errors.  These mistakes subsequently cost time and energy when they’re discovered.  Or, short of mistakes, activities are done shoddily and that reflects poorly on the organization (which can negatively influence the commitment of donors, volunteers, and stakeholders).
  • At the relationship level, a relentless focus on your “to do” list can lead you to underinvest in the time-consuming task of having longer conversations with organizational partners that are necessary for long-term alignment and success. 
  • At the strategic level, rushing to get to your destination increases the risk that you actually aren’t using the best method to get there.  Using a map analogy, you may try the most obvious direct route between point A and point B, but perhaps you’ve ignored the lay of the land in between the two points (e.g. a mountain), meaning the fastest route was actually going around the obstacle. Or, continuing the map analogy, it may be the terrain between point A and B requires you to use a different vehicle (e.g. you need an entirely different strategy).
  • Also at the strategic level, still thinking about maps, rushing towards your destination without sufficient attention sometimes means you’re headed to the wrong destination entirely, given your mission and the community needs you’re trying to meet.  In most cases, this is because you’re headed where you’ve always headed as an organization, even though circumstances have changed sufficiently for a strategic reset.
  • Lastly, at the personal level, trying to maximize the number of things you get done increases the odds that stress and frustration will burn you out.  This can lead to employee turnover that creates big organizational challenges, especially at small nonprofits.

Put another way:  Slowing down allows for more attention to tasks, more robust relationships, more strategic decision-making, and a better work-life balance.

How do you slow down when there’s so much to do?

I’ve laid out all the above in a conversation with one nonprofit Executive Director whose organization perennially struggles and I can hear their voice as they say to me: “but there’s too much to do right now to take the time you’re suggesting.”

I don’t want to underestimate the challenge organizations and people face when they want to “slow down to speed up,” but the challenge can be overcome.

Here are five strategies that can help in this situation, both for individuals and organizations:

  1. Use the 5-95 or 10-90 rule for planning versus doing.

If you’re not setting aside at least 5% of your time (2 hours per week), or better yet 10% of your time (4 hours per week) for planning, you’re not spending enough time planning.  If planning isn’t your natural instinct, force yourself to set aside time on your calendar for planning (e.g. every Tuesday afternoon is set aside for planning and unavailable for meetings). 

Set aside time both for personal and organizational planning.  Personally, ask yourself at least weekly, “what are my priorities” in light of the organization’s top priorities?   Organizationally, you should have top priorities, whether established via a strategic plan, an annual work plan, or functional plans (e.g. development/fundraising, communications, etc.).

Admittedly, I have a conflict of interest in urging every organization to have a strategic plan, but every organization should have alignment (board and staff leadership) around your organizational purpose, the long-term outcomes you’re seeking to achieve, and the primary activities you’re engaged in that lead to those outcomes.  (Whether or not you call it a “strategic plan” and what terminology you use (e.g. “goals”, “mission,” “strategies,” etc.) is immaterial).   

2. Calendar for relationship-building

In your goal-setting and in your calendar, be explicit that you’re setting aside time for longer, relationship-building meetings, whether with board members, allied organizations, or other stakeholders.  When I was an Executive Director, the commitment I settled upon was two such longer meetings per month.  I forced myself to treat these conversations as very big-picture and relationship-focused rather than task-focused.

3. Let go of some things

It can be incredibly freeing to have some things you’ve done before that you let go of as an individual and/or organization.  I inherited some strategies when I became an Executive Director that I felt compelled (initially) to continue, even though I had some doubts about their effectiveness.  When (after some planning) we let go of those strategies to free up space to dive deeper into other existing strategies, it felt liberating.  And led to more organizational impact. 

Beyond strategies, at the more tactical level, ask yourself periodically, what are some things that can be streamlined?  Are there things you do now where spending half the time would yield 90% of the benefit?  Give your team at least a couple times per year when you think specifically about this question instead of just assuming your tactics and organizational procedures are set in stone or will somehow “streamline themselves” on an ad hoc basis.

4. Consider some form of mindfulness practice

This is more at the individual than organizational level, but it’s important to provide yourself mental space.  For some, that’s meditation.  For others, that’s exercise or yoga.  I’ve had some of my best inspirations about nonprofit strategies when riding my bike for fun, even though that was definitely not my intent when setting out on the ride.   

Organizationally, I also had some luck taking some meetings outside whether sitting on a park bench or walking.  There are some notetaking challenges this way, so it’s not for every meeting, but for some types of meetings it can give 2-3 participants the mental space to think outside the box. 

5. Talk to your board about this specific challenge

If you’re an Executive Director and you want to slow down to speed up, but you feel that the ideas above just won’t cut it, set aside time at a board meeting or hold a meeting with a few key board members to discuss this precise topic. 

Your board leadership may have creative ideas and may give you the “permission” you need to let go of some organizational activities (in the short run) in order to generate more organizational success (in the long run).

*****

Do you have other suggestions to your peers about how to slow down to speed up?  Please share them!

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