In episode 61 of Mission: Impact, Carol and her guest, Larry J. Robertson discuss:
Larry Robertson is an organizational development and certified governance consultant who specializes in helping nonprofit and state and local governments assess, plan, and improve organizational strategies, governance, leadership, and talent. His work includes organizational assessments, strategic planning, strategy coaching, nonprofit board development and transformation, and talent management. He tailors services to fit the needs and aspirations of each organization through an appropriate mix of analytic consulting, coaching, training, facilitation, and product development. Larry has extensive experience offering these services to organizations that range from small, startup nonprofits to large, mature state and municipal agencies. He has an M.A. in Human Development from the University of Maryland and a B.A. in Psychology from the University of Miami.
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Carol Hamilton: My guest today on Mission Impact is Larry Robertson. Larry and I talk about the fundamentals of healthy nonprofit governance, red flags that governance needs attention, and why boards should be hearing from and interacting with more staff than just the executive director
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome, Larry. Welcome to Mission Impact.
Larry Robertson: Thank you, Carol. Good to see you.
Carol: So I'd like to start the conversation with helping people get some context of your background. So what would you say drew you to the work that you do and, and what motivates you? What would you describe as your why?
Larry: I mean, I think the simplest answer is, is having discernible impact. And I, I, I know we're gonna talk about governance some, but I came that route somewhat indirectly. Okay. I was sitting on a board some years ago and We were nominated for an award. We ended up winning the award. And as a result of that, we got two free trainings. I was one of the people who went to the training. Then out of the two of us, they asked, Well, who can sit on the committee to select our winners for the next year? And so I was that person who didn't step back when they were looking for volunteers. And I ended up being on that committee in 2012. And, and they haven't gotten rid of me yet. And as a result of that, I was on a board that had a significant impact, but that was the impression that I had. But then as I started to learn more about governance, I started to see just how significant an impact the board can have by what it does or what it doesn't do. And we can talk more about that.
Carol: Excellent. You often work with organizations around board development, around governance, strengthening their governance. What would you say are some of the fundamental elements that folks involved with non-profits really need to understand about non-profit governance?
Larry: I think there are probably a couple of things. One is the fiduciary responsibility that a board has, is one of the paramount things. And then one of the things that tends to happen is that boards. Play out how they carry out that function in either a range of ways, one of which can be very onerous and they can be over-involved in the organization and down into the weeds of it. Where if they have competent staff, they don't really need to be there. They need to play a different role and be complementary to the staff. The other one that is equally dangerous is when they fall behind and don't play an active role and pay attention. The detail and one of the biggest ways that that happens is by not observing the extent to which the organization has the capability to survive and then preferably to thrive. Cuz what my work focuses on is how do you actually get organizations to thrive? The sweet spot is the great spot. And that's where boards recognize that they have this, august duty to be the fiduciary body of the organization. But they also are strategic partners with the executive leadership. They recognize as a fiduciary body also and strategically they recognize the need to kind of. Ensure that the board, that the organization has sufficient resources to operate, that there's this clear vision to a path to the future. And that their focus is as much there as it is about the inner workings of the organization. And they look for results to come back to them rather than the detailed process pieces. And, some of the conversations I have with people are really about the concerns they have about the role that the board plays. And if those rules of engagement aren't clear, you can get a lot of fuzziness, you can have 11 people on a board, and they all have 11 different interpretations of what governance entails. And so a large part of what I try to do is some level setting of really trying to get down to things like what's the purpose and do we have a shared understanding of the purpose, the roles, the responsibilities of the board. And then, then we can talk about tactics of how you actually make it work.
Carol: Absolutely. And you started out by saying fiduciary responsibility and I'm, I'm could, could you just define that for folks?
Larry: I mean, you're the stewards of an institution and that means that you have a range of duties, duty of care, duty of loyalty, all those things. But more or less, what it basically means is that the institution is within the grasp of the board and that the board really can be looked upon as the chief responsibility officer. They actually represent the highest level of responsibility within that organization, legally and morally so to speak. And so they need to make sure, much like parents need to make sure that. Their family is taken care of. When you send some of your kids off to college, you wanna make sure that the university takes care of them as well. And so there's a, there's a really August responsibility that you have as a board member and people as they consider board membership, they really do need to take that seriously because legally they're the ones that are gonna be responsible for that institution. And I keep calling it an institution because of some boards. Look more toward the leader and not as the institution, the cause, the purpose of why we're actually having this non-profit exist, and that is really typically supposed to be the paramount reason why the organization exists. It's so easy to get caught up in all those interpersonal things and either, trying to be out front of the staff leader or following the staff leader or, depending on the stage of the organization. They may not even have that yet. But I think a lot of folks go into board membership leadership without really understanding. How they are on the hook for the organization, its purpose. And not necessarily the, the, the people the individuals that happen to be there, happen to be around the table at the time. Although, of course, those individuals have so much impact on whether the organization is thriving or not, particularly if they're founders. And if, if I'm on a board and looking at a founder, I have to look at this as if that is their baby. That is their brainchild, and you have to respect that. At the same time, that can't be the only driver of how you operate. And so you wanna be respectful and it's a really delicate balance to strike.
Carol: And, and I think you've already named a few of those, but what are some red flags when you're coming into organizations that signal to you that governance is weak within the organization?
Larry: Well, I'll say that governance needs opportunity strengthening for improvement. . I think some of the things are: lack of clarity about the purpose of the board, whether the board is really in the game to have true impact, or if it's there because legally you have to have a board in pretty much every state. The extent to which the board members are engaged, and that would mean that they participate in strategy setting. That they recognize that their role is complementary. To the staff, but distinct from the staff that they also have some sense of where the organization is in its development. And that is one of the things that we can get hung up on is some of, I think you and I have talked about this before, some of the orthodoxies that people follow, everything is situational. And if a board recognizes that the organization is at a particular place and its development. It needs to govern according to that and then where it's headed after that point. So a very new board or a new organization that is getting its footing needs a different level of governance than, say, a board that, an organization that has. 20 years of experience resource rich and has, really more existential strategic concerns at hand. The other thing is the extent to which boards have made the simple decisions about what participation entails. What including expectations around whether you give, you, get funds or those sorts of things. And so basically at all to the extent that the roles. The purpose, the responsibilities of the boards are clear and that they actively make a meaningful impact on the organization. And so those are some of the, some of the key features, I think, and the extent to which they actually view themselves as a cooperative body and collaborator with the staff is one of the things I'll look for.
Carol: A couple things in that, that you talked about. I was working with an organization and, and I generally am working with them around strategic planning. I think one value is that those of us who are consultants that go from organization to organization and, and have some of that perspective around, around a life cycle, a typical life cycle of a nonprofit, they were going through that very common transition from a completely volunteer board. They'd had staff for a little while, but we're still struggling with roles and responsibilities and, some of the founding board members wanting to have things, the way they'd always been when, when they did everything. And just being able to share that construct of you're going through a very typical transition, it calmed everybody down. Mm-hmm. because they'd made it so you know about the personalities in the room versus just the very typical organizational transition that they were going through, and how then roles needed to be renegotiated and, and rethought. So I really appreciated that. And then you talked a couple times around the complementary role of the board and staff and then having a collaborative Engagement with the staff. And one of the things that I've seen where some of those orthodoxies around board governance maybe have been misapplied have been where some of them work around. The executive director, as the only staff person of, that's chosen by the board and then that real bright line between board and staff that that can be, can become so, Hard and fast that the executive director is really the pivot point and neither group talks to each other. And so then that, to me, I've observed where that just puts so much power in that executive director role that it can be really harmful to the organization.
Larry: I think that it's a communication, but more or less it's a management leadership issue around permeability. It's true that the board does oversee one person, which is the exec, the chief exec. However, that is not a hard and fast firewall. A good board is gonna be inclusive. And it's gonna be comprehensive in where it gets its information from. It's gonna get that information from staff as well as external parties as well, who have a vested interest in the organization. So I'll, so let's base it on, what I've seen is the high functioning organizations and what they typically, what you'll typically see at the board meetings are open staff who are welcoming and sometimes actually have a role in those. They pay very particular attention to key staff, particularly financial staff in, in board meetings because they have a level of insight that is contributing to board's decision making. They will play a big role with development people. And oftentimes, I know at least on the board that I was on, we would follow the lead of the development person and the chief executive. And so there was a very close relationship there. They'll pay a lot of attention to what's going on programmatically, but only in the sense of not getting into the machinations of programming, but in terms of the impact that the programs are having on the population that they're intending to serve. And so that relationship tends to be really collaborative in the sense that the board needs to make, needs to deliberate and take certain actions, and they can't do that in a vacuum. And the chief executive. A good chief executive will recognize that they don't have to be the expert in the end all in the conversation. And so they will invite into that conversation the people who have the bird's eye view of those particular areas. And that will inform the board in making, really having well rounded deliberations because the staff will be right there in the mix of that conversation and there, and there's a clear distinction between who has voice and who has vote. What a tendency in these really high functioning boards, a staff board and other people that they invite into the conversation have a voice. At the end of the day, the board has the vote, but the question is, what does the board have the vote on? And so that brings to another chapter in the conversation, which is how do you make a clear delineation between that, which is the provide of staff and that which is the provide. The board and while they might have conversations that have some overlap, who takes action and makes decisions is gonna be, should be clearly delineated. It makes it, it's not as nice and neat as I'm portraying it, but to the extent that you can get it close to there, it will make for a better partnership between the two parties. And there will sometimes be some tension, but tension isn't necessarily a bad thing. It means there's a resolution that needs that's around the. If you work it the right way.
Carol: And I think what I've observed is folks really wanting it to be a very bright line and, very. And, and so struggling with the ambiguity of, is this ultimately a board responsibility and role or what role does the staff have in it, especially around strategy, aligning to the mission and those kinds of things. What have you seen where organizations have, have done a good job of, really setting their, their strategic alignment and being inclusive and yet, honoring the responsibility the board has with that fiduciary.
Larry: I can think of a couple of recent examples from me of organizations that have won the board leadership award, and they both, they actually both have, they have a couple of things in common. They serve marginalized communities by and large, and they were large organizations that decided to make huge changes. Their physical plant, including one, in one case, the place where they serve, because where they served really affected who they served. And they made changes to partnerships. And so all of these things came into play that affected how they looked at what their mission was and any shifts that they made in mission. They had those conversations in concert with the staff and the communities that they served, so they weren't just doing it in isolation. They engaged very thoughtfully in a very planful, intentional way over a significant period of time and made these significant shifts in that. Put them on the line in terms of how they raise money, what they raise money for, the partnerships that they created to create these new physical plans, because they actually had to do that in one case, the organization moved from one part of DC to a different part, and that was a radical shift, and they basically referred to themselves as a placed based organization, but they had to get staff aligned with that. Both of them did if they recognized it in order for them to make the major shifts, they were pretty bold moves in both cases. They had to adopt the mentality and an orientation and a practice of full ownership. Of all partners, staff were partners. Not these, not something, they weren't doing things to staff, they were doing things with staff and in the end it made their success more apparent because they were able to accomplish these, these, big things. And, a few years out, in both cases, they're actually now, you know, prospering as a result of that relationship. And they don't have the types of tensions that a tendency when. Are not, they're not necessarily an afterthought, but they're not engaged in the processes as genuinely as they should be. And staff will know if they are really owners. And it's, and I make the distinction between owning and buying in, It's great to buy into something, but you actually get a whole lot more bang for the buck when you can get everyone to own it because they actually are part of the making of it. And, and I think in these cases, that's the difference.
Carol: . And I, the way you're talking about it when it's, when folks are trying to really, I think find that, that perfect bright line of, the, what's, what's on the board side, what's on the staff side. There's the, there's often To me, what it comes down is, is power dynamics and the healthy relationships that you're talking about are more of that partnership, more of that power with rather than power over. And so really appreciating that we all have our different roles. We're not gonna all be doing exactly the same thing, but if ultimately we're pulling in the same direction and, and own those decisions I think that makes a huge difference. But it takes a lot of trust. I'm, I'm working with a group and there's, there's a lot of questioning around all, all the different basic VO vocabulary and what do people mean by each thing and, and, and to some extent, I, I'm curious about what the real level of trust is with between the different parties that's there,
Larry: You said something, Carol, that I think triggered something that I hadn't thought about as overtly as this before, and that, and you basically described emotional intelligence. Maybe a different twist on a question you asked earlier. What would I, what do I see in those boards that really work well? That's actually one of the things
Carol: Is it the board members and those and the leaders all?
Larry: It’s an emotionally intelligent organization.
Carol: So say more about what an emotionally intelligent organization looks like.
Larry: Well, one of the biggest things is that everyone is gonna be mission driven. I'll give you another example of one of these organizations, and they just blew us away. When they were coming up for the board leadership award a few years ago, they recognized that they were at this inflection point, some time ago, that they had lost a significant funder. They were doing work both nationally, internationally, and thought that they needed to, really focus and make a shift. So it's a part of their strategic plan. They did a couple of things. They wanted to focus more on really serious aggressive development of raising funds. So they brought a couple of people onto the board who were, and one of whom I know. So it's like if they got hurt, then they were rocking . They got these two high level development people on their board and they started to create this whole path of development as a part of the board membership. But one of the other things that they did that I thought, One of the most emotional and intelligent and mature things I've seen is that they actually set out a plan to fire themselves as a board.
Carol: Say more about that.
Larry: What does that look like? So what they essentially did is they set within a certain amount of time, each member of this board will be off of the board. And I think it was maybe about three or four year period. And at the time that they came up for the board leadership award, we, we were talking to the last two or three members of that original, that previous board. Both of whom I would put on any board on Earth, quite frankly, they were just that good. But the thoughtfulness and the selflessness behind what they did was just so admirable. It was one of the few times in the interviews and boards, I didn't ask any questions and at, and at the end I asked my committee mates, Can anyone poke a hole? And we are a really critical group, , and the room went silent and they, and it was just because they had that, they had, they were just pumping on all cylinders. And that was a good example of how the organization from staff to board recognized that culture is based upon leadership, and leadership is dependent upon the emotional intelligence of its.
Carol: And what they did there sounds like they were really intentional about essentially succession planning for, from the board point of view and, and really building a, a pipeline and, and seeing their exit versus, I've gotta stick around cuz I was here at the beginning.
Larry: Right, and they also understood what drove them was, they looked to the future and said here are the competencies, here are the skills, the, the experience, the attributes that we need to have now and into the future. And I know you and I did the piece on succession planning with another group and that it sounds very familiar, doesn't it? That they looked into the future and said, this is what we're gonna need. . And so let's now start to prepare for them, and that is like one of the biggest things that a board can do is to be, and that is really one of the charges as a strategic body. What a board should be able to do is to start to project and, and, and you don't do it with a crystal ball because life does interrupt, but you wanna look into the future to the extent that you can and start. Look at, what aspirations, what challenges, what opportunities are down the pike and who's around the table to help us address those things. And that's what the, and that, and I think in the, the cases that I've presented so far, that's what the boards have done, is they've all been really very intentional about recognizing what the future might look like for them and how they can have an impact on that future by making, smart strategic decision. By incorporating the input from different sources of information, data, people, et cetera.
Carol: And one of the big things that has been demonstrated through research over and over again is how White, top organizations are, especially at the board level and, and that disconnect between the folks who are sitting around that table and the purpose of the organization, who they're trying to serve. And, and, but that, that lived experience not being centered in the conversation. So I think a lot of organizations are really grappling with that right now. And, and it does take some emotional intelligence to realize, Okay, it may be time for me to step aside.
Larry: True. And because the question is who are you serving? Are you serving self or institution? And in each of the cases that I've talked about so far, it was very clear that these really high functioning boards understood what their purpose was. That their purpose was not about them. It was about the mission. It was about the people that they serve, and they put that above all else.
Carol: Well, that's why I started each of these conversations with a question around why, because it's, it's just so important.
So at the end of each episode I play a game where I ask a random icebreaker question that I have a box of. So. I always put out three so I can just grab one from it. So what mistake would you say you keep making over and over again or, what lesson does the universe keep throwing in front of you that you have to learn over and over again?
Larry: Let's see. Only one?
Carol: One's good enough for today.
Larry: I think the one that I remind clients of that I have to keep reminding myself of is that it is around the concept of the stages of change. And I know if you're familiar with what Percha and Clement's work and recognizing that you can't always jump into action mode if. Haven't gone, worked through the processes and basically the stages of change. Talk about pre-contemplation, where you're thinking about thinking about it, and then contemplation, and then you're actually thinking about it and then planning and, and, but much like most consultants, I have to take a step back and constantly remember, we're not ready for action yet because they are not emotionally, mentally at that place. And so I have to keep reminding myself. The process begins is really about figuring out where someone is in the stage of change and getting them to move from that. Your task is to get them to move from that stage to the next, not directly to action if they're not ready for that. And so I think that is an age old thing that most consultants battle with. And we have to, we actually have to pray on it, meditate about it, or whatever. It's a level of mindfulness that's important to keep driving us.
Carol: Always a question that I have for myself is, am I doing what I'm asking my clients to do? Am I doing it myself and staying true to that? Or am I just yapping about something? ? So it's an important thing to remember. So what are you excited about? What's up next for you? What's emerging in the work that you're doing?
Larry: I think I've. Finding these opportunities with these small startup organizations and I'm finding some real stars. There's one I'm working with now that I've been really excited about because they've only been around since 2018, but they have already progressed beyond the thinking and how they have actually put together their pieces. They've already passed a lot of organizations that have been around a lot longer because they do something very simple, which is that they listen. And they ask questions about what they should be doing, and it's like, Oh, I love these. And they're, and they're a group of young people and young people of color. And so they, they've, they've gotten my attention. And there's another project that you'll probably relate to this, that. I'm working with the Center for Nonprofit Advancement in the DC Bar, Pro Bono Center on, it's putting together some sort of a package. We haven't put together this toolkit yet on helping folks think through the process of starting a non-profit. What you experience, what I experience as consultants is that we walk into habits that have already been formed. And so what this initiative is that we are trying to kick off probably in, in 2023, is to get them on the thinking, the conceptual stage of it, and to give them a good running start to include the recognition that you need to have the right people on the board to. They may not be the people who are gonna be on your board three to five years from now. Right.
Carol: And start that mentality from the very beginning.
Larry: Understanding the developmental stages as an organization that you're gonna go through and what you need now and what you need as you move on toward, having your feet solidly, planet on earth will be a very different type of dynamic. And some, in some cases it may mean that the founder may need to shapeshift into a different role as.
Carol: , I really appreciate folks who are founders who realize that that's their energy, that they're really good at getting things started, but not necessarily the right person to stick around for a long time. And they may need to go start something, a new thing or, or they become
Larry: The face to voice, the passion of the organization. It depends. I mean, it depends. And someone else can operate it. And that happens a lot with the people I've worked with. Arts groups, particularly performing arts groups, and that tends to be, what they do is they siphon off the artistic part from the organizational part, right? And they have this bifurcated management structure, but it works for them as long as they, again, have clearly delineated roles.
Carol: Exactly. Well, you mentioned the board leadership award. It's, and it's the org I think it's the organization that you mentioned, Center for Nonprofit Advancement in DC which is essentially the, the state non-profit association for the DMV area and I'm on their other awards committee, so for full transparency, the one that looks at the executive director and the CEO of nonprofits. And, and, in that, in those conversations we're having the same deliberations and the people that end up winning that award really have that Emotional Intelligence, but also I think the emotional maturity and health to be truly collaborative, both with staff and with the board. So. All right. Well, thank you so much. It was great having you on the podcast. It was, I, I really appreciated our conversation.
Larry: Thank you. And I'll think about that last question again.
Carol: I appreciated Larry’s point that while the roles and responsibilities of the board and staff need to be clear – they are not a bright line – and there should not be a firewall between board and staff beyond the executive director. This is always a balancing act because it can be too easy for board members to get too far into the operational aspects of the organization or start acting like a staff member’s boss when that staff member reports to the Executive director. So it is messy – and needs frequent attention and likely renegotiation as the organization grows and matures. I also appreciated Larry’s point around cultivating open communications throughout the organization. That for the culture to be truly impactful and collaborative – board members should know staff and likewise. The executive director should not be the sole source of information that the board relies on. I have worked at organizations where staff were literally prohibited from speaking to board members unless they were on the senior staff. To me this is a red flag. It points to a very controlling and top down culture. What is the ED afraid of in that case? Perhaps it is inappropriate complaints by staff going to board members? And if so – is there a safe and clear way for staff to share their feedback and challenges? I have experienced executive directors so closely managing what information was shared to hide real challenges within the organization from the board – to the point in one case where the senior management almost bankrupted the organization. So communication, trust, collaboration and transparency – all things that will result when the folks involved in the board – staff partnership that undergirds healthy governance have the emotional intelligence and maturity that Larry mentioned.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Larry Robertson, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts or wherever you listen to podcasts. It helps other people find the podcast. We appreciate it! And until next time, thank you for everything you do to contribute and make an impact.
In episode 59 of Mission: Impact, Carol and her guest, Hugh Ballou discuss:
Hugh Ballou works with visionary leaders and their teams to develop a purpose-driven high-performance culture that significantly increases productivity, profits, and job satisfaction. through dramatically decreasing confusion, conflicts, and under-functioning. With 40 years as musical conductor, Ballou uses the leadership skills utilized daily by the conductor in teaching relevant leadership skills creating a culture that responds to the nuances of the leader as a skilled orchestra responds to the musical director while allowing each person to excel in their personal discipline while empowering the culture.
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Carol Hamilton: My guest today on Mission Impact is Hugh Ballou. Hugh and I talk about what defines leadership and why moving from idea to action is so critical and too rare, how influence is key to leadership, especially nonprofit leadership, how communication flows within organizations are so important, and why they are too often ineffective.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome Hugh. Welcome to Mission Impact.
Hugh Ballou: Thank you. I'm happy to be here.
Carol: So I like to start to give people some context and just ask you what, what drew you to the work that you do, and what would you say motivates you? What would you say is your why?
Hugh: I am a leader because I influence people and I enjoy helping people who are visionary create the skill set and the tactics to be able to influence other people because out of every a hundred people have an idea, only three people do something about it. And so I really like working with non-profit leaders cuz they have such great programs and ideas, but they need what I have to be able to accomplish their work and completely fulfill their mission rather than getting stuck partway.
Carol: . So you, as you said, specialize in working with leaders and particularly non-profit leaders. And there are lots of books about leadership. There are lots of people who talk about leadership. How would you define leadership? What does the word mean to you?
Hugh: Well, I spent 40 years as a musical conductor. And people perceive the conductor to be a dictator. That doesn't work very well in today's world. you got a bunch of union players in an orchestra, you paid 'em for two hours, they're gonna leave in two hours. Whether you've accomplished what you wanna accomplish or not, they're not very sensitive. Like, Oh, I need two more minutes. No, you've paid us for two hours. We're going. So we're not a dictator because we got this little white stick. You can't really make people do anything. What you can do is influence people to function at a higher level. So leaders have a position of influence and we influence people to work in the vision that we've defined. So a transformational leader transforms ideas into reality. Transformer leader is the whole methodology of transformational leadership is focused on the culture of building high performance.
Carol: You talked about influence. What, what are some ways, what do you see as being effective in influencing the group that you're trying to lead?
Hugh: If I'm in front of an orchestra and it's not, I'm not getting what I want, then I need to go look in the mirror and work on myself. If I'm at a board meeting as a non-profit executive, and it's not going well. Well, maybe I haven't been really clear on where we're going. I haven't been very clear on everybody's role and responsibility, and I have not been very clear about how I expect them to step into this place of performing. And so I've created a look for, for look, performing culture. Just by my lack of preparedness, my lack of understanding, how to motivate and engage people. And right there if I'm prepared, I'm on time. I'm enthusiastic, I'm an expert at what I'm doing because I've studied it and I've worked on myself, then people will respond in kind. It's the reciprocity of what we do as leaders.
Carol: . And you talked about vision within that and. Sometimes an organization could be led by an or with a, by a leader that has a really strong vision. But it seems to me that reciprocity that you were talking about, of helping everyone see themselves as part of that vision, building a shared vision is, is also so important. How have you seen that work in organizations?
Hugh: Well, that's essential. Here's an example. Now leaders have the vision period, but leaders don't do it alone. And leaders wanna get other people to ratify that vision and then come back up with a plan of how to get to that vision. So your vision is the idea that what about, what are you doing? Center vision. Transforms leaders, transforming organizations, transforming lives. So we, it's a transformational process. We do this in our, our mission through, through coaching, through planning, strategic planning, through, leadership empowerment, through board development, et cetera. So We do it because we've got a team behind us and I created the vision. I've had others that have created parts of that to apply it. So we send the vision out and then people come back and they might have some modification of how it sounds because it's gotta be really clear to everyone. So we, we, we'd accept those modifications so it's clearer and. We've been to namby pamby and it needs to be more profound in the language. So we negotiate those changes and then it's up to everybody. So you're in strategic planning. If you, if you write a strategy and you give it to the board, you've completely cut 'em off at the knees. They cannot engage because it's your plan, not their plan. So we guide the planning process. They participate, and once they start creating these, these parts of the plan, they own it. And what goes on in the culture that we orchestrate, That's my word. I'm a conductor. We orchestrate that system. There's a whole shift in the culture because we've co created the plan based on the leader's.
Carol: I think that co-creation process is so important when I'm working with clients non-profit organizations, and it's usually the board and staff working on that strategic plan and, and vision. And, sometimes they'll want me to write it at the end, right? And I like literally no, you. This is your plan. You need to, you need to craft it. I can help, I can guide, I can provide feedback but it's gotta be yours. So that piece is so important. You've mentioned being a conductor a couple times. What would you say having been a music director, having been a conductor, what, what has that taught you about leadership?
Hugh: People respond and we can create problems. We can make problems worse, or we can make it very clear so people know how to respond. And so the culture is a reflection of the leader.
Carol: . And that culture piece is so important. I've noticed that recently there's been so much conversation about folks going back to the office. Sometimes people trip and say they're going back to work. Well, we've all been at work for the last. Two and a half years. That we're going back to the office because we need to have culture. Forgetting that when you have a group of people, you always have culture. What are some things that you've seen leaders be able to do to really build effective cultures?
Hugh: Well, and many leaders in this time, we were separated for two years plus. Didn't miss the Olympics, they just went virtual, but they really created systems. No matter where people are, we could be engaged. So my teams, I guess your teams too are pretty much in different continents all the time. They have people all over the world. And so it really amplified our presence. It's so, the culture piece is that relationship piece. Now, in a musical ensemble, like other ensembles, there's a very clear culture. If I wanna say something to the violin, I talked to the concertmaster, and I said, They need the bowing to do this. The concertmaster turns around, interprets it in violin talk. There's a certain language they use and I don't just say, Hey, you over there do this. No, there's a very clear protocol there. And it's a very clear protocol that you start the rehearsal with the concertmaster right on the lick of the hour cuz there's somebody from the union there. So you start now and you end now. So it's my job to get the work done in the time allotted. So this is a very clear culture and nobody criticizes the conductor. People raise the bar on their performance and they try to do it. The culture respects the leader, which is the conductor, they play as the leader intends. If they don't respect, they play exactly as they direct, which could be choppy. Which could be fragmented. So there's a, there's a relationship piece that defines the culture. And they respond to the person because I treat them as individuals and respect the individuals. So the culture is the center vision, is my brand. It's the synergy of the common vision. So if we go through that exercise like we talked about a minute ago, of, of defining not only the, the milestones that you want to achieve, your ultimate long term objectives and your short term goals, and those milestones along the way. Then we've got this, this energy, which really sets the bar for the culture cuz now we're working together and we see how we can tag team on things. So it helps you prevent these things called silos where some people are working independently and not connecting with the community. Lack of communication is the biggest problem. And most nonprofits I've seen in 34 years of doing this and nobody. Why it's there cuz we haven't created the messaging and then we haven't created the relationship. Because sending an email doesn't cut it. Seven percent of the message is in the words. Seven. And so what about all the rest of it? So you make sure that they understand it. So part of culture is creating that respect for one another and the relationship underneath what we do. We aren't what we do, we are beings, and so we look at the tactical stuff and skip over this human being part of it, which is so critical to a leader.
Carol: , absolutely. And building those relationships. , I feel like every organization that I've ever worked with talks about, communication challenges or silos. And, too often I've seen the, the recipe or the, the solution to that being a restructuring or reorganizing, which really only, it shuffles the deck for a little bit and then people reorganize back into new silos. So I, paying attention to how, how do we bring people together in a cross-cutting way? Or if there's a really, if there's a very clear protocol on, as you had gave that example of I'm gonna talk to the concert master and they'll talk to their folks, that the message chain, but most, most groups are, the non-profits are, are relatively small, small teams, informal. They don't necessarily have a lot of really strong protocols, but they can still, even with a small team, get siloed if they're not figuring out ways to have the information or go across functions and share information in a useful way. What are some ways that you've seen leaders be able to set up some of those cross-cutting mechanisms to really help with those communication challenges?
Hugh: When you have, like we have boards that come together and board meetings, you don't work at board meetings. You report on what's happened and you structure the next happening. So you work between meetings and the biggest mistake is we try to dig into the work in the meeting when we really need to spend time talking about what we're doing. And that's where you start fostering. Cuz I'm working on this, somebody else is working on this, somebody else is working on. Different, but there's an interdependence in all of that. And so if we start talking about what we're doing and say, Okay, here's what I could use from the communications committee. Here's what I need from the finance committee. I'm doing marketing. So we start, Bridging those gaps by saying, This is what I need. And by the way, I've created this data, which the two of these committees will find helpful to other committees. I wanna send this to you cuz it'll save you duplicating the work. And so thinking about the reciprocity of how we work together intentionally. And then when we have committee meetings, We never think about the specific messages that need to be communicated, others. So I insist that when we end meetings, any kinda meeting, there's an exercise. What's a message that somebody needs to know? Specific message for somebody who wasn't here, and you start thinking about, Oh, Soso needs to, oh, so and so, and then, okay, then who's gonna tell 'em? How will they tell 'em, or when will they tell 'em, we need to happen before the next meeting because there's some stuff here they need to know so they can show up at the next meeting. Or it's their responsibility to find out, well, how are they gonna find out? And unless we create the message and then send it out. So having somebody that's the communication clearing house, somebody. Y better if it's a staff person, but sometimes there's some really good volunteers that do that work and are better and want to step up. So what do other people need to know that weren't in the room? And then how will they know that? So being intentional if you do that in every meeting and insist on that, that does a lot to start closing that.
Carol: . Well the other thing that made that, as you were talking, sometimes meetings would just be one update after another and, and people aren't necessarily asking the question of how do all these things relate? And there may be somebody in the room who thinks that way, so brings it up. But thinking about and asking the question intentionally about what are the dependencies? How could we, What, what does one project have to do with another, could, could bring that and, and also help people stay awake while they listen to all those updates. Cause that's another thing. I know I can, if I'm in a meeting, that's all that I sometimes will, will get distracted and so I'm not following where the opportunities are for intersection.
Hugh: And there's, there's a, there's a rest. There's also how much people can take in one sitting, right? So we tend to want to dump all the information at the meeting when in fact, when you send out the deliverables for a meeting, I suggest deliverables are not on agenda. So we talk about stuff. So what? Let's get something done. So if you shift your paradigm from agenda to deliverables, we're gonna accomplish abc. People go, Oh, that's just semantics. No, it's a paradigm shift. We're not gonna be guilty of activity. We're gonna be charged with and, and driving. Results and people like that. And so if you say, Okay, two days before meetings at seven, here's another thing people know they're supposed to be on time and we say stupid things like be on time. Well, they know that. So instead of saying, We're gonna start a meeting at seven o'clock, You could say to them, Okay, we normally start at seven. We need to get more done this time, so we're gonna start early. So please be ready to go at 6:59. And people go, Why do I come in? Well, if you come at seven, you'll be late. And we're starting. So that gives them a specific time because seven o'clock is sort of, Oh, it's around. And we know we're a little bit late. They're gonna wait for us. No, we're starting at 6:59. So our job is to start on time. So the communications start with. We're gonna start at 6:59. We're gonna be through at 8 27. So we have to state that commitment. But if we're specific and we say two days before we're, we're gonna talk about fundraising. So we're gonna, we're gonna, our deliverable is to, to define five. Strategies for increasing our revenue by 25%. That's very clear. So we've defined five strategies. Now we have that as the number one deliverable. Now my job is to go backwards from that and figure out, we brainstorm, we sort common ideas, we prioritize the ideas, then we make a plan, and then we assign it to a committee to do the details. And so our off limits are, What we're not gonna do is the details of those plans, cuz you can't do all that work and do the details of the plan in the same. And we shouldn't. It's not a work meeting. So we've defined the brainstorming work, so we define what we're gonna do there. So the other communication piece is what meeting is it? Okay. It's brainstorming. All ideas go, it's sorting, it's focus, and then it's planning. So there's three different activities, and we need to be clear on what we expect people to do. Two days before we send that deliverable. We may have one or two others, but we're gonna do this so people know when we leave, we're gonna have completed these, this, this item, and then we send them any relevant information so they can come prepared. So it's like a conveyor belt. It's going, We get on the conveyor belt, we do the meeting, and we get off. And so we've helped. Get smart enough to have the data to make the decision, so we don't download a bunch of stuff at the same time and expect people to process it, think of the questions and make decisions. That's just not good.
Carol: , I really appreciate the reframing of an agenda to a set of deliverables and being really clear about that. Sometimes I've seen items on the list of things to talk about if we're gonna discuss this today, or we're gonna have a brainstorm, we're not making any decisions today and be clear about that. Right. Be clear about what stage of that conveyor belt you're on. But the way that you framed it in terms of we're gonna do x for this result, I. For me it would be more motivating to then do all that prep than I might otherwise leave until 6:45 before the seven o'clock meeting to feel like I can show up and, and be helpful.
Hugh: I use storyboards. I use regular paper cut, regular paper in half from the printer, and then I spray a board. It's it's report boards from the office supply, and then everybody has markers and they, everybody's working, so they're not looking at the back of my head when I'm writing on a chart pad, the energy of the room dies and you take one minute, one minute, one minute, you've wasted 15 to 20 minutes in a board meeting for people looking at the back of your head. So if you took that 15 minutes and used it for people, they can, they can write simultaneously and we put the ideas up. They're active, they're creative, they're participating. That changes the culture more than anything. So people say, Oh, that's silly. You should use Sharped. That's the industry standard, Well, that's also the industry problem. And so if people are engaged, you don't have time to sleep. Plus, if you send them the data, then we're gonna process it. And then up in the B top I'll say, Here's the question we're answering or brainstorming around. And I'll brainstorm and they'll say, We're gonna take these cards off the board. We're gonna move 'em over here, and we're gonna group 'em by topic. And so it's sorting it, and then we're gonna move those over into 1, 2, 3. It's a plan. Some things, like you said, we're not making a decision. It's information. Only. People need to relax and just be able to receive the information, so it's our job. To communicate what we're doing and we don't do that very well.
Carol: . Most folks don't think, Another trick that I've seen a colleague use: have them finish the sentence. By the end of this meeting, we will have achieved X and, and be really clear about what those outcomes are. And I use that all the time to just. Get that end state, what, what's the, where are we aiming, where are we aiming for just in this 45 minutes, what's gonna be useful? Where are we gonna get?
Hugh: You form the culture. You rehearse the, like seven, seven guys jump over a wall and ask our race and they change the tires, fill the cast and whatever else. Adjustments in their back over the wall in 13 seconds. And they rehearse that and everybody has a role of responsibility. 13.1 seconds. Driver's gonna lose a spot in the race. And so we need to have that fine tuned. So the other defining piece of a culture I call guiding principles. When we do, you do strategy, we do core values. And core values are essential in that we have to be aligned. And if people aren't aligned with the core values, anything gonna work out. So personal core values or organizational core values and. Those are static, usually. Integrity, honesty, fairness. So that we, I take those another step that's essential. Then they quickly become useless because it's static and people have different ideas of what that means. So we shape those in what we call them. Guiding principles so that shapes how we make decisions. Like one non-profit that I worked with had had a school that didn't teach standardized testing in Virginia, and their students went on to college, made the honor roll because they learned how to learn. They didn't just learn how to regurgitate in a test. And so their number one guiding principle was, we will not accept money from any donor that wants to change how we educate children. E. Guideline for making decisions. So they were aligned around that principle. So we don't think about the principles to apply those values to the decision making.
Carol: , absolutely. I mean, I think naming those values is just a first step. And then having that conversation about, well, what do you mean by integrity? What do you mean by respect? What does, how do you know? How am I gonna know whether I'm being respected? How, how do I receive that? How do I show that to me? And then the other piece around the guiding principles creating some set of. These are the decisions, these are the things that we're gonna map anything against for a decision. So that, so that we're having some consistency around how we're, evaluating new opportunities or new challenges is so important. . So one thing I love to do at the end of every podcast episode is I have a box of random, well, they're not random cuz there's a box of icebreaker questions. But I've got a couple here, a couple here, and I'm gonna grab one for you and I'm gonna ask, the question I'm gonna ask is, what's the last thing you bought for under $50 and you love and use?
Hugh: A burr, a manual burr grinder for my coffee beans. I'm a coffee snob and you have to have a burr grinder. So all of the granules are the same size, so you extract the majority of the flavor. So it's a little hand crank and I'm gonna use it tomorrow. I'm traveling and I have an electric one for home, but it's a little crank one. And it's essential because we all know hotel coffee is terrible.
Carol: Well, I will have to look that up because I also am a fellow coffee snob, but I don't often grind my own. So I'll have to try that and see if that's a new innovation. So what are you excited about? What's coming up for you? What's emerging in the work that you're doing?
Hugh: Emerging is, I just finished a leadership symposium where I live in Lynchburg, Virginia. I had people from around the region come and attend. I had 12 faculty members that
were just out of the box. Brilliant. And if you wanna be a good leader, you surround yourself with better people. And I could, I certainly have done that. So I'm excited about the next chapter, getting people in. We have this community for non-profit leaders and how we get together. It's a free community off of social media, so we don't have all that to mess with. And we talk about leadership and we talk about how to help each other. So in the south we say none of us is as smart as all of us. And that is true, even though we have our own language.
Carol: All right, well you send us a link to that and we'll make sure to put it in the show notes so people can find it. Thank you so much. It's been great to talk to you.
Hugh: You're a great interviewer. Thank you so much. It was my joy to be with you today.
Carol: I appreciated Hugh’s points about defining what deliverables you need from a meeting. I saw a study on LinkedIn recently from Korn Ferry that found that employees spend an average of 18 hours per week in meetings whether in person or virtual and managers spent 22 hours. That is close or more than half of their hours at work. The same study found that a third of those meetings could have been skipped. The study estimated $100 million a year for a single large organization. That is likely large in for profit terms – thousands of employees.
So which meetings on your calendar could be an email, or a short video created using a platform like Loom? And which need to be redesigned.
A key step is to define the purpose of the meeting. Why are you getting together? What are you hoping to accomplish? How are you communicating the purpose? Are folks clear what the expectations are for the meeting? Are you brainstorming? Narrowing options? Making a decision? Looking for intersections across different functions work streams?
Be clear about what your goals are and use the mad lib I learned from a colleage – by the end of this meeting, we will have [Fill in the blank].
This is all especially important for those regular team meetings or other regularly occurring meetings – check in on those – do they have a clear purpose? Does the purpose need to be reconsidered? Nonprofits run lean operations generally. So your Time, money and energy is precious. Taking a critical look at your meeting schedule is a good place to start.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Hugh, his full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support.
We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback. And until next time, thank you for everything you do to contribute and make an impact.
In episode 54 of Mission: Impact, Carol celebrates the podcast’s two year anniversary by doing a best of episode about executive leadership transitions. We talk about:
Guests and Resources:
Carol Hamilton: Today’s episode of Mission Impact is a little different. To celebrate my two year Pod-iversary, I am doing another “best of episode.” Today’s podiversary episode focuses on leadership transitions - a topic that has been the focus of several interviews. We will be hearing from Elizabeth Woolfe, Carlyn Madden, Don Tebbe and Andy Robinson. We talk about the types of transitions that organizations experience and how different leaders approach those transitions, why it is so important for leaders to make space and groom the next generation of leaders, whether or not having an interim executive director is a good idea, and how those exiting the leadership role and those entering as new leaders can prepare themselves for their new chapter.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I’m Carol Hamilton, your podcast host and nonprofit strategic planning consultant. On this podcast we explore how to make your organization more effective and innovative. We dig into how to build organizational cultures where your work in the world is aligned with how you work together as staff, board members and volunteers. All of this is for the purpose of creating greater mission impact.
Leadership transitions come in all shapes and sizes. A lot of factors will go into what type of transition the organization is facing. One of those is the attitude of the leader, others include the lifestage of the nonprofit – is it a start up? In a growth spurt? Is this the first transition from the organization’s founder? Has there been ongoing transition on the board side, not just the staff side of the organization?
Don Tebbe is a leading expert in nonprofit leadership transitions and with Tom Adams in many ways founded the field of executive transition management. He has written several books on the subject and we will link to those in the show notes. He talks about what inspired him to focus on this aspect of nonprofit management.
Don Tebbe: In fact, I did some research for one of my books on callings and I was trying to figure out why I was attracted to this, to this nonprofit sector work. But it just seemed like a great place. To really, to do work that's meaningful. And that's one of the things I discovered in doing the research on callings is that everybody has this innate desire for a meaningful life.
Tom and I put together this program two day retreat called next steps. Particularly targeting founders and long term executive directors, cuz those, those are some of the. Can be some of the most problematic transitions out there and, I think it's just, it's a space where governance, executive leadership, and strategy all come together in, in one moment. And so I think it's a great opportunity really, to address all three of those, those prongs also the organizational capacity. When we realized that we needed to be working with organizations earlier, before they. That moment of transition. So that led us into the succession planning work. What are the characteristics of these high ity organizations? those organizations where you walk in the front door and you can just feel it. You can feel the energy, the excitement, the commitment and the impact. And what's going on in those organizations came up with these three tiers, that base level there's organizational stability, the, the vital signs that are okay. It's not at risk, it's not in the intensive care ward. The next level up was what I would call Sustainability. And then, layering on top of that was vitality. And so you really have to, I think you have to address both the executive and board leadership that the board hires the executive, the board, is responsible for, shepherding the mission and shepherding impact.
Carol: Leadership transitions really do impact all aspects of the organization and are an opportunity to take stock of how leadership is being shared – or not- across the organization – between the board and executive director – between the executive director and staff.
I appreciated Andy Robinson’s challenge to organizations and their leaders. His question goes to the heart of thinking about, planning for and preparing for transitions. And normalizing this process, instead of thinking of it as an anomaly.
Andy Robinson: One of the things I ask people is how long will it take to win? And they're like, what? And I say, how long will it take for you to change the world so effectively that the work of your organization is no longer necessary? Like, what's your exit strategy right now? We should acknowledge that many organizations are perpetual organizations. Hospitals, universities, some of these institutions should be around forever. I totally get that. A lot of groups are trying to solve a problem and go out of business. So my first question is how long will it take for you to win? Then I say, are you gonna be here for the victory party? And of course everybody laughs and says, no, I'm not gonna be around that long. And then I say to them, if you are not Actively grooming the next generation of leadership for your organization right now, by definition, you are failing at your mission by definition.
Carol: If you are not actively grooming the next generation of leadership for your organization right now, by definition, you are failing at your mission by definition. This is a real call to action for leaders – because very few are really putting this front and center as they lead their organization – or their movement. To dig deeper into how different people approach their leaving, Don Tebbe has reflections on the different common styles people take.
Don: The hero's farewell, and he outlined four different characters, four different profiles.
ambassadors, people that could leave the organization gracefully, or even have a continuing role with the organization. And, everything was gonna be just fine. Governors who went on to other big jobs and left the organization behind so forth. Monarchs, they are gonna be carried out feet first. Stewards, what I see most of in the nonprofit world. People that can leave gracefully, but not necessarily have a continuing role with the organization. So I encouraged department executives to think of themselves as stewards, and they're gonna hand off the organization to the next steward.
Carol: For those starting to think about their exit from leadership, which of these avatars will you embody? Will you be a monarch, an ambassador, a governor or a steward? And how ready is the organization as a whole for change? How are you cultivating shared and new leadership on your staff and board? Without this, the board – who is charged with finding the new leader can be ill equipped for the responsibility as Elizabeth Woolfe explains.
Elizabeth Woolfe: If the board is still firmly entrenched in what used to be, they're not going to be as effective. And it really, that can be a real recipe for disaster because then you have someone coming in new and fresh as a leader who wants to take the organization to the next level or in a different direction, and the board is stuck. When I do board coaching and board development, it's really to view boards on an ever-expanding continuum where they go from this working board as they commonly are in the very beginning, like sheep following the leader, to something that becomes what's more appropriate for a later or iteration of the organization where they're, they become a governing board and it's a completely different set of skills.
Carol: Andy Robinson echoes Elizabeth’s points.
Andy: You and I have both worked with boards where there's been board members on the board for 20 or 30 years. Term limits is a whole nother thing here that we can be thinking about in terms of a succession plan, is that even if the staff leadership turns over, you still have the same people on the board with the same set of assumptions and the same story that goes back to 1993, about why we should be doing this.
Carol: Don advocates for the staff leader to take the reigns in planning their exit.
Don: You need to take responsibility for your departure and your exit plan. And then I go to try to clarify that doesn't mean you suring the board's authority and trying to force in your handpick success or on the one hand, nor does it mean dumping everything in the board's lap. getting the board to engage in conversations about what governance relationship they want with this new executive, paying attention to how that handoff and making sure that the critical relationships get handed off that there's briefing materials for the new executive.
Carol: Carlyn Madden explains some of the work her search firm does to prepare the groundwork for the needed changes.
Carlyn Madden: On the front end, we are not just reviewing key documents. To get a sense of the lay of the land or does the last audit say and all of those sorts of things. But also we are surveying board members, see staff members for membership association, the actual members of the association, key volunteers, possibly even program participants. We're talking to funders, we're doing a survey, we're doing one on one phone calls. We're doing listening sessions. It's just, it's gonna depend on what the organizations are, how recently they've done similar things. And we're trying to learn what. What was really stellar about the LA person in this position?
What were some of the key achievements? What do you think is on the horizon? What hasn't been paid attention to that often needs too often, staff culture is a big east. I think we're really going through a virtuous time. Rightly so. In my opinion, where staff are much more vocal about what they're going to need from their next leader.
Carol: She also comments on what has often been missing from how boards approach executive searches.
Carlyn: What hasn't been happening, particularly in the equity piece, the racial equity or gender justice, or whatever, these different, different elements that affect individual organization. And this is their time to be able to lift and surface that. And for the board to be able to hear that in an objective way, that's not the The thesis banged on the front door that says, we're demanding change or we are unionizing because our rights are being infringed upon.
Carol: Andy Robinson pointed out the mission critical aspect of grooming the next generation and preparing a leadership pipeline. We talked about some specific actions that leaders can do to start that process.
Andy: one thing you should do is look at your task list and try to hand it off. I don't know, one task a week, two tasks a week. And I don't mean, pardon me, Carol. I don't mean the medical stuff. I mean, substantive stuff. I mean, if you're doing all the data entry and you hand that off to somebody else. Sure. That's lovely, but that's not building their skillset. So that's one thing they could do is actually look at what you do and say, is there stuff that I can delegate reasonably appropriately without burdening other people, but also takes me out of the center
when I'm building an agenda and I'm figuring out who's gonna lead. What section of the agenda. I want multiple people leading different parts of the agenda. Cuz the ability to, to run a meeting, facilitate a conversation is a leadership skill. Don't be a perfectionist. And there's the classic thing you see is that you have a leader who wants it done their way. And often somebody else has a different way of doing it. That is different, but could be just as effective or differently, effective or weaker in some ways, but stronger in ways that your way isn't. I think that's a succession planning strategy too. If you're a leader, how do you take up less space so that other people can occupy that space?
Carol: One thing that I would say to every leader – you can start creating more space for others to lead by one really simple yet challenging act. Do NOT be the first to speak in a discussion. Wait a beat. Wait two beats. Even when it feels awkward to be in silence. Let others step in and share their perspective before you. If you always go first – most likely everyone around you will be sharing in reaction to and in light of your contribution. I observe so many leaders dominating conversations and not realizing the impact they are having. By doing this, they are leaving a lot of good thinking on the table from those around them. If it feels super awkward – tell people you are going to do this – and have them hold you accountable.
If you do try this, I would love to hear some results of your experiments.
As Elizabeth points out, your leadership pipeline doesn’t have to only be inside your organization. You can be looking to cultivate leadership with those in your wider ecosystem.
Elizabeth: If it's that organization that has a leadership pipeline, it could be that but most often in larger organizations, yes, that is more typical, but in smaller organizations, there's not.
Enough people working there for it to really be an appropriate way of organizing succession, but it is always nice. And, I encourage organizations to do this, to have sort of a. A running list of people that they have in their orbit. That could be either someone that they consider in, in a search or someone who would, they, they would consider to be part of a search committee who knows the organization well enough and who's connected enough.
Carol:. Carlyn also talks about how those wider networks and ecosystems are so important for effective searches. As well as tapping into a variety of networks.
Carlyn: Hire by hire and talk about some of the survey data on executive leadership in the nonprofit sector has not changed in the last 20 years, right. The demographic has not actually changed. And so what is required are that the conditions of executive search have to change.
we're very firm in that color transparency for all of our clients. I'm really thinking about building, not actually building out networks, multiracial networks, leveraging affinity groups, having open exchange with clients, recognizing that often leaders of color don't have those sponsors or, when we are reaching out to folks saying, who do you know in this space. That would be a good executive director because there's so many white people in the sector in top leadership roles. Our networks are very homogenous. If a transition committee is hiring an executive director and says only executive directors can apply for it. Well, what we know to be true about the field is that there are fewer executive directors of color than white executive directors.
And so we're already starting to limit the pool.
Carol: Carlyn also talks about the differentiation process of what is essential for the executive director role and what is there because of the current person in the role.
Carlyn: What's his pet project, right? The organization has been shaped around his identity and in many ways it's been really successful. His vision has helped propel this organization to really incredible heights in a very small period of time, short period of time. But there are also things, their pet project. And the board recognizes it to some extent but not necessarily the full extent. So that was the focus of our conversation yesterday, but it was really helpful just to identify, like there are some things that only he can do and only he wants to do. And so the next executive director might even bring their own pet projects and that's okay.
Carol: Interim executive directors is something that organizations going through a transition should consider as an option. There are consultants who do nothing but interim work and can bring their experience to your organization. But our experts were not totally in agreement about interims and their value.
Elizabeth: The transition period in an organization, especially when they're losing a position like a founder, it's crucial to, to build in some space where everyone can experience what that feels like before embarking on the next. I almost always recommend that they consider hiring an interim for that reason. And, and especially with a founder, and a founder that might have been with the organization for a very long time, it's a big change. It's like when you bake cookies and or, and when you make pancakes and, and the first pancake just doesn't turn out well, It's like that. If you hire someone too quickly, that first pancake just might not turn out that well, and that's unfortunate because then the organization is once again plunged into a period of transition, which is not really healthy or something I'd recommend. The statistics about, especially following a founder for new leaders coming in and not being successful is really shocking.
So the interim can really be that bridge very successfully. For all of the reasons that you just outlined, it's like a palate cleanser. It's a good thing to try. The most formative of those relationships, but when you have relationships with funders, when those people have those relationships that are very closely held, there's a lot of insecurity and instability that can affect the organization adversely if it's not handled correctly. And oftentimes that's the best reason to have an interim. Because that person can focus on those relationships. Otherwise it's a board member or maybe a secondary staff person that might not be as comfortable relationship building and relationship cultivating as the leader was. And it could be really debilitating for the organization.
Don: I've been listening to your interview with Liz Wolf and I take a little bit different tack about the idea of interim executive. Being the standard approach for an organization now, that was the, that is the experience in, in many religious denominations. For a lot of organizations that just doesn't work, you've got fundraising relationships that you need to hand off, or you've got key government contract relationships that you need to hand off and, you know, having an interim in there and doing that hand off twice, just, just, just doesn't seem to work.
Carol: Carlyn and I talked about the danger of a new executive director becoming an accidental interim – especially if they are following a founder or a long term ED.
Carlyn: Is that executive director going to be the person that hands over the keys? Or is that person going to need to use an interim executive director in order to facilitate that transition? And we're dealing with people. So every person is different. Every organization is different because of that person. I can't say there's one right way to do it, but often an interim executive director after the founder is a good idea because this person can help steward and.
Steer the organization's operation and help clean up. it's not like there's a mess necessarily, but, but be able to implement some new systems, be able to identify if there are staff members that need to be promoted. If there are staff members that have outgrown their position they can do some of that quote unquote dirty work before the next executive director comes in. We commonly say there's sort of. Accidental interim that often follows a founder, somebody that is in that role for about 18 months. And you don't want that. You want the next person to follow the founder to be there for a much longer term. Maybe not another 30 years, but five, 10 years be able to take the organization through its next cycle of opportunity.
Carol: The glass cliff, not the, just the glass ceiling, but the glass cliff of being offered, you women, women of color, especially being offered the, the impossible job. Yeah, exactly. And then people wondered why they couldn't.
Carlyn: Where women are called in to clean out a. And then have an impossible job out of them. And then our, their performance is managed in a way that is not commensurate with the, with the opportunity ahead, or the challenge ahead.
Carol: As Don points out it is never too early to start thinking about transition and succession. It is not just a process to follow or a set of steps. In William Bridges work on transition, he describes three phases that people go through - the ending, the neutral zone and the new beginning. In our action oriented culture, we often think we can jump directly from the ending to the new beginning. The liminal - in between spaces of the neutral zone can catch us off guard. It is messy and confusing. And all through the transition, you can feel like you are on an emotional roller coaster. Don describes how this impacts leaders.
Don: the executive really should initiate the succession. Process and rather than the board initiating it on their behalf. They were shocked and surprised by how emotional the process was for them. That was something that really caught them off guard. You probably can't start too early. We were focusing on primarily trying to get to people four, three to four to five years ahead of their departure. A lot of times, executives are confused about their role in, in the transition process and the succession process to me, there's no ambiguity. You got three jobs. Job number one: lead the organization through the transition, of course, but understand that that role is going to evolve as your departure date draws closer. Number two is to prepare yourself for that next chapter of life. Like if you're gonna retire, have something magnetic that's drawing you forward rather than a job that you're leaving. And job number three is to prepare the organization for the succession and transition process.
Carol: Don talks about how many leaders are caught by surprise by the emotional element of the transition – and I would add - everyone in the organization is going through their own emotional roller coaster too. Don tells a story that illustrates just this point.
Don: He was rethinking his departure date and his long time, well seasoned deputy just up and.
Said, look, I'm done with this, you're, you're never gonna leave this organization. I'm gonna go do something else. I think I gave some notice, but you know what I mean? It really upset the apple cart. And I think it also makes people feel whipsawed. It can be a real stew for the staff and ripe for people, some of your best people, to look elsewhere because they're questioning their career. The future with the organization and, and there's always questions anyway will we like the new executive? Can we trust the board to pick the right person for a job?
Carol: I appreciate Don’s comment about the leader preparing themselves for the next step. In our conversation, Andy described his own process of succession and transition into retirement.
Andy: I feel like if I step back, there's more room for others to step up and jobs than I am not accepting. And I am referring to other people or jobs. I don't get anymore, cuz it's okay. I have enough, I've had enough work. I don't need to do it much longer, but I'm also supporting and training and helping other people who wanna enter this space. And that feels good to me. So this is my personal succession plan and I can't say I wrote it down, but it's something I've thought about for years and I've been implementing it step by step. And the latest step is for me to work less and be more assertive about pushing jobs out to other people, especially folks who are new to consulting. I'm sending a lot more work to BIPOC consultants. Black indigenous people of color as a way of supporting social justice and equity.
Carol: Carlyn and I explored what emerging leaders can do to get ready for an executive director role and what the board needs to do to set the new leader up for success.
Carlyn: if you're an aspiring ED, this is your time to shine. But if you're a board know that, that it's gonna be very additive to get the right person. So you might walk away with the perfect person, but you might be offering it to a couple different people. We've had a couple scenarios just in the last few months where someone's accepted a job offer, been in this situation where they're negotiating a parallel job offer. You have to be willing to make some, some adjustments to your timeline, to the amount of money that you have on the table, all sorts of things. If somebody is looking to ascend into an executive director role, the board is paying very close attention to how much fundraising experience they have, or what is their external facing. What are the technology needs that they're going to have? What are the key people that they need to meet in the first week? How are they let's go ahead and set up meetings with the board members so that that's all done for them. They like to walk in, they open their calendar and they're like, great. I will meet Jim for lunch next Tuesday. And Jill and Joanie are going to be a happy hour,
We also do 30, 60, 90 day check-ins with both the incoming executive director, and the board chair.
Carol: The topic of transitions seemed super relevant as we slowly emerge from the pandemic. As the going impacts of the Great resignation, great reshuffle keep reverberating through the economy. And the nonprofit sector as a subset of that – feeling all those transitions too. We are also I think – finally in the much anticipated generational transition as boomers retire and new leaders step into the limelight.
If these clips intrigued you and you want to go back and listen to the full episodes from each of the people featured in today’s best of – Elizabeth Woolfe’s is episode 12, Carlyn Madden is 27, Andy Robinson is 21 and Don Tebbe is 32.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find the full transcript, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed it, please share it with a colleague or friend. We appreciate you helping us get the word out. And until next time, thank you for everything that you do to contribute and make an impact.
In episode 53 of Mission: Impact, Carol and her guest, Reva Patwardhan discuss:
Reva Patwardhan is the founder of Greater Good Coaching. She works with nonprofit leaders who’ve followed their hearts into careers of service and advocacy. She helps them discover their innate strength, resilience and confidence, so they can use their careers to make the impact they want in their lifetimes. She has 20 years of experience in the nonprofit sector as a fundraiser, communications director, lobbyist, board member, facilitator, coach and diversity trainer. Reva co-facilitates small experiential learning groups with the Stanford Graduate School of Business. She chairs the Board of Directors at Rethink Media. She is a certified Integral Coach, and a member of the International Coaching Federation.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Reva Patwardhan. Reva and I talk about leadership coaching. We talk about what it is and what it is not, the extra challenges nonprofit leaders have in investing in coaching, why an organization’s mission can push people into a state of constant urgency and how slowing down can actually help them work better and more effectively, and why taking a trauma-informed, somatic approach to coaching is key.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome. Welcome Reva to the podcast.
Reva Patwardhan: Thank you. Thanks for having me.
Carol: So I like to start each conversation with a question around what drew you to the work that you do, what motivates you and what would you say is your why?
Reva: So I'm an executive coach and before I was a coach, I worked at a nonprofit for about 14 years. And I had a lot of different roles there, fundraiser, lobbyist, communications director. And in that time there, I realized that I had a real love of supporting the people around me. Even when they were doing jobs that I was not necessarily capable of doing. And I also really just had a great deal. So there were, like every nonprofit we had issues with burnout and not every nonprofit, but a lot of nonprofits have. Right. Hashtag not all nonprofits.
Carol: Just most.
Reva: Yeah. But I stuck around because I just really loved the people I worked with. I just admired them so much. They were so smart and so passionate and just incredibly committed and I believed in what we were doing. So that was just like all the magic components for me. So I decided to make a career out of that. And yeah, I really feel like the people who are actually out there trying to solve problems that we all face that are, they are not there's no. or a little profit motive, it's just like, I am here to try to solve this problem. Those are really hard jobs. And those are exactly the people that we need to be figuring out, like, what can we do for you? Right. And so I really feel passionate about asking, what do we need to be doing to make these jobs that are very hard and also very crucial, more sustainable so that we are not crushing the very people who are carrying. Our hope for us.
Carol: Yeah. A hundred percent. So I feel like coaching it's certainly become more prevalent in the for-profit sector. Yeah. And more well known. But I feel like there's still quite a few misconceptions about what it is and who it's for why it's important. So, how would you describe leadership coaching?
Reva: Yeah, leadership coaching and you're right. There is quite a gap that I've observed between the nonprofit sector and the corporate sector. The nonprofit sector for whatever reason is, has been behind. And really recognizing how important it is to invest in leaders, as individuals, as human beings. And that is what leadership coaching is. It's really investing in you. I think that's why it's hard for people. It's hard for an executive director to say, Hey, I'm going to spend some money on an executive coach because it's really for her. Right. it is for her in service of her mission. And when I coach with people, we do have the mission centered in our work, but it is for her and her ability and her passion and her values. That is part of the process of what we're doing to serve the mission. Right. So, in order to center your own wellbeing and your own development, I think it's a hard thing for a lot of people to do. We're very much conditioned out of that. And I do work with a lot of women but very much conditioned to, to not to always be giving to others, not to ourselves. And that is what coaching does. And I think what it is beyond that, I think it varies quite a bit. I think one reason why there's a lot of confusion about what coaching is because it varies quite a bit depending on who you work with, and there's a lot of great ways of coaching out there. And it really is a matter of finding your right fit. So I'm a big believer in figuring things out, talking to people and finding who's the person who resonates for you. The way that I work with people is I work with the whole person. That means we're talking about feelings, we're talking about the things that really matter to you. We there's room to talk about what's happening in your home life as well. Because you're the same person there. And we're always looking for what is life and work asking of you right now? What edge are you at? Where the way you did things before got you to where you are. Let's thank those methods. Let's honor that. And what new edge is life asking you to meet right now?
Carol: Yeah, I really appreciate that. And I appreciate the whole, whole person perspective that, just going against that myth, that we park all that stuff at the door. When we come to work, it's all there. Whether we talk about it or not, it's all there. So one of the things that you focus on when you're, when you're working with nonprofit leaders is somatics. Can you tell me a little bit about what somatics is and how you incorporate that into your coaching?
Reva: Yeah. So when I work with someone somatically, what I'm doing is. The reason I do that is I find it's one of the quickest pads for someone to access their innate wisdom. So when I'm working with someone I'm not it's not consulting because I'm not providing you with a bunch of answers. I might offer ideas. I might thought-partner with you, but I'm not offering you suggestions. What I'm doing is asking questions to help you figure out and feel into what is right for you. And it's that feeling. That is the power of coaching. And I really see one of my goals as a coach is when someone walks away from their work with me, one of the things they've learned is how to listen to themselves very deeply. And what are the ways they can be with themselves? How can. , what, what ways of being with yourself and coaching yourself, can you practice and learn that help you learn how to get unstuck so that you become someone who, so everybody gets stuck, but do you stay stuck or do you know how to get yourself unstuck? And all of that is Starts with being able to really slow your mind down. And the container of coaching for that is really, it's a powerful container because that's what we're doing is we're slowing ourselves down and we're pausing. And we're noticing in the moment, right, as an emotion comes up or right. As something important was said, you're slowing down and saying what's happening there in the body. And what guidance can we get from that?
Carol: So somatics being about paying attention to what's going on in the body, not just what we're thinking. Yes. Yeah, yeah, yeah. And I feel like, folks. It's always been there, right? Like we've always been in these bodies and yet, in our culture at least in the US context, there's been this mythical separation of our mind in our body. How much resistance or acceptance do you find when you're working with folks to step into that work?
Reva: Yeah, so I always meet people where they are. Right. I think that's really important. That's one of my core values and I don't push. Right. I respect people's boundaries. That's another core value and I do invite, right. And I find that most of the time, people welcome that because what they're experiencing in their day to day life is a lot faster. A lot of fast pace, a lot of rushing from one task to another. So what it often feels like is just having a chance to finally take a breath. And then it's like, okay, what is it like for you when you get to take a breath, let's just spend some time noticing. I don't experience people. Like I think part of it is because a lot of folks and this isn't true for everybody, but a lot of my clients do seem to get pretty quickly the value of tuning in. It's just, it's something we all innately are able to do. It's just that it's conditioned out of us. So when you Remi you're reminded suddenly that, oh, this is something I can do. Maybe you haven't done it since you were four, but oh, this is something that I can do. It's not , it's not wild or scary. It's just like, this is the thing I can do.
Carol: Yeah. And I feel like so many of the conversations that I have with other coaches, consultants doing different work, different work with organizations, PE individuals. Almost always some element of that. Let's just slow down for a minute. Let's take a pause. Let's take a step back. Let's try to pull you out of that rush, rush, rush meeting after meeting mentality that gives people just a little bit more space to think. Yes.
Reva: Yeah. Yeah. And what if we could have that more and more in our lives. Right. Right. What if as a leader, I had the ability to pause and to actually say, I'm a leader in this organization and I'm gonna decide to actually program into my day to day and set boundaries, time to reflect and pause. And that is a priority because when I do that, I'm better at my job. And so part of the, and, and it sounds, I think a lot of times people are truly experiencing urgency in their work, right. There's urgency coming from somewhere, right. And often people are working with, or serving communities that are experiencing urgency. And so it sounds, it sounds really bizarre. or it can be like, who am I to slow down? Why do I get to do this and all of that stuff? But one of the things that can happen with coaching is you start to see, oh, this actually is gonna help me be more in service than I currently am, because it'll help me actually. See the forest rather than just the trees. If I'm constantly moving from one task to the other, I'm never able to ask the big questions, or if I'm asking the big questions, I'm not able to do anything about it. And there's the undercurrent of frustration there of, there are things I'd like to do and there's no space to do.
Carol: Yeah. Okay. And I think when the, when the leader actually does that, and then, people see that on their calendar or they talk about it, it starts to give permission for other people to also do that within the organization and, question this whole culture that we have of, Rush rush, rush, busy, busy, busy, every job description saying you must be comfortable in a fast paced environment, you know? Yeah. And I mean, what my little step in that direction is to try to stop, when it's the first part of a conversation and the hi, how are you? Oh, I'm, you know? Oh, it's been, so it's been so hectic. It's been so. Busy. I try to avoid actually saying whether it's true or not. Cause I just feel like it, it plays into this myth that we all have to live that way.
Reva: Yeah. I mean, I'm not gonna, I'm gonna be real. I also often live that way. Sure. I often also feel overwhelmed and rushed and all that stuff. It's just that I think one of the gifts of doing this work is I don't feel. As guilty about slowing down, because I know that I can't lead from that rushed place. I can get things done, but that's different than leading.
Carol: I haven't quite managed to let go of all of the guilt yet. I'm working on it.
Reva: I said mostly or something mostly. OK.
Carol: That sounds good. But it's gotten better. You also take a trauma-informed approach. And I feel like I am hearing this a lot with clients that I'm working with, that they're taking a trauma-informed approach with their clients. What does it actually mean to be trauma-informed?
Reva: It means being careful of your impact. Mm. I think it means having some humility and respect for the person that's in, that's in front of you. I think it's being aware that there is a lot of trauma, more so than ever, I think, in the world. And there are tools to help people. It's having a toolbox to offer people around that. And it's knowing your lane. So I'm not a therapist. And if I'm really, if I'm seeing real trauma with someone, then I'm going to refer them to someone who can, can help them with that. And when I say trauma, I mean like a level of trauma that I can't deal with, but there is a certain level of trauma we're all carrying, I think. And so everyone has to skill up for that. And part of it is respecting those boundaries. It's like, whatever defenses this person has, they're there for a good reason. And so let's not pretend they're not there for a good reason. And so I do work with people around understanding their defenses and slowly loosening them. But I work slowly, which my, one of my one of the things that I really believe in is in order to move quickly, you have to slow down, go move, slow to go fast. Right. So that is often the most effective way towards transformation is just having patience, continuing to meet whatever's happening in the moment. And not rush it, not push it because that's ultimately not gonna work anyways. Yeah. That's how I think about it.
Carol: Can you give me an example of what some of those defense mechanisms might be and, and kind how to, I don't know that skilling up that you talked about in that arena.
Reva: Yeah. Yeah. So so I work with, so I work with people around emotions, right? So as you said, it's, it's the whole person who's coming in the room. And I see coaching as where we get to work with the human side of our challenges. And so if someone's coming in with a challenge and we're unpacking, what is the, what is the human part of this and focus on that. So there's emotions coming up. So I'm making space for those and we're, we're, we're we're unpacking that we're working with that. Like what's behind these emotions. What are some thoughts? Some, some mindsets or thoughts that are there. What are some wounds that need a little bit of space there? And if I find someone who, if I find that someone is, you know that's really hard to be with a certain emotion. I respect that. So we move slowly. So we titrate. So it's like, So what if you're just with this emotion for one second, just to see what it is, right. And then we back off, we intentionally back off. Right. So I might offer them something to practice on their own. That's just like just saying hello to this part of you that feels this way. once a day and then you just back away and then slow, very slowly increase. Capacity to be with it. So that's one.
Carol: That's awesome. Yeah. So my tagline for my podcast is helping nonprofit leaders have greater mission impact without becoming a martyr to the cause. How do you see that show up with folks you work with and, and how are you trying to contribute to shifting this culture of overwork and extraction in the sector.
Reva: Yeah. So I'll tell you one of the things that I've been seeing a lot lately, And I think it was always there and I've just started to be able to begin to catch onto it more. But I've noticed that there are certain very prevalent, toxic dynamics in the nonprofit sector that when you are in the middle of that dynamic, when you're really a part of it, it can feel like a personal problem. Mm. Right. So something's going wrong. and in the organization, but because it feels like a personal problem, I treat it like a personal problem. So and so what happens there is if you, so if you imagine you're a leader, an E.D. and things aren't going right. And the thing that's not really feeling like the thing that's not going right is me. And my efforts to address it have failed. So what do I do? Like, what do you do in that situation is you hide it, you hide the problem right. If you blame yourself for the problem and you haven't been able to adequately address it, you hide the problem. And so you're then unable to do anything about it. Right? And so like some examples I've seen of this are Executives, who've gotten really good at hiding their overwhelm. And because they're, it's just become this really normalized thing that their funders don't fund overhead. And it's been like that for so long. That it's just a completely normalized culture where overwhelmedness and burnout are just normal. And so if you are overwhelmed or if you have a problem with being overwhelmed, that's a problem with you. Right? And so let's hide that rather than actually trying to figure out how to do it. You feel compelled to hide it. Another example is like so you have to say, part of your job is going to speak at, to represent your organization and your community at community meetings where there's politicians or whatever, and you feel very anxious about it. And you're ashamed of that anxiety. Well when it's not the anxiety, that's the problem. The problem is the fact that you are the sole member. You're the sole representative of your community. No one else in the room looks like you, you're the only person of color in the room, you know? And that's the problem because you feel ashamed of the anxiety. You're trying to solve the problem yourself. And trying to hide the fact that you feel the anxiety. It's actually very normal to feel anxious in that situation. That's not the problem. So I think people in this situation it's like, they're, they might be this is just ripe for a very ripe moment for imposter syndrome. So they might be thinking that someone else could be doing this job better. The person who was in this role before me did it better. And or or they might be thinking like, I'm the least competent person in this room, all of that stuff, which makes it feel like this is a problem with me. And so that's, and that's just paralyzing. So what I do is, I help people take their power back and find their voice. Part one by realizing you're not crazy. This is a genuinely hard situation. You are not broken. So taking your power back, finding the things that you can do in your immediate sphere to take action. And really, and just to the whole taking your power back thing, that's like, What I try to do is I try to help my clients see it for themselves. So it's not just me telling them. It's like, sure, help them see it for themselves and actually feel it actually feel the truth that, oh, oh, I see. It's not me. Right. And so from that place, you can take action. And the fact is most of these problems, they are much bigger than one person. So, and it may be a long game, but just starting the process of strategizing and, and planning out, how can you get more resources in this? Who can you reach out to? Who's gonna be your support system who are gonna be your collaborators and actually problem solving this. Right? So it's putting the problem where it belongs, which is in the collective. right. Not in the individual.
Carol: Yeah. And even some of the things that you talked about at the very beginning of who am I to slow down or who am I to invest in myself and get coaching goes to this whole mindset of if you're passionate about your, your issue and you have to give it all and this selflessness of the helper and that can be just a recipe for burnout. It's like here, here are the five steps to burnout. Here you go, go do these things, go believe these things.
Reva: Yeah, and I think there's also a recipe for burnout for the people in those jobs. And I think there is a wake up call going on for the sector. If it's not happening already, it's going to happen very soon because there is this emerging sense that people don't wanna put up with any of this crap anymore in their jobs. Right. And it's getting harder and harder to fill the position of executive director. In the for-profit sector, being a CEO is seen as this glamorous thing. And I think part of that is because part of that is like the ridiculous salaries and we don't necessarily want to model ourselves off of that. Part of it is that they have resources, they have support to do what they need to do. They don't. And so in the nonprofit sector, I think becoming an E.D. should feel, you should feel proud. You should feel proud of being an executive director or being a leader of a development director. Communication director any, any like any role, like doesn't just not just at the director level, but you should be proud. Anyone should be proud to work in the nonprofit sector, whether you're an entry-level fundraiser. I started out in the, as a door to door canvasser. We should feel proud of our work. Right. But I think one of the reasons it's very hard to feel proud of our work is because we don't feel appreciated. Right. And there is that undervaluing and a big part of that is not being supported in the work. Right. You're just allowed to flail. And so, and so people are saying, no, why, why, why would I do that to myself? You know?
Carol: Just the sense it's like never enough. Yeah.
Reva: And, but the fact is I think that we actually still need the nonprofit sector in this country. We live in this country where this is the way it's set up right now. And if we wanna be able to solve big problems, We have to be able to do work that centers on impact and not profit. We just have to do it. And maybe there's sweeping changes that need to happen, but this is where it is right now. And how do we not lose all our wonderful people?
Carol: Yeah, no, I am seeing that, that, and, and just hearing people talk about it, this underbelly of the sector, that's always, probably always been there. And various, I don't know, historical reasons for that. And just this mythology that gets exploited and folks are saying, no more. How can we do this differently? Doesn't have to be this way. But it's hard to step out. It's hard to step out and, and do it in a, you know, to work on being countercultural, right, even at the individual level.
Reva: Yeah. And that's why I do this work. It's like, okay. I, if I think that this is important work and I really want there to be people doing it, how do we support them? How do we find ways to make this work for them? If the mission matters then so do the people who are working for the mission.
Carol: Right. Yeah. All the people involved matter for sure.
So at the end of every episode, I play a game where I ask one moderately random icebreaker question. So I've got three cards from my little box. So if you, for, for any place that you visited, what's, what's a place that you would love to go back to.
Reva: Hmm. Bali.
Carol: Mm. Say more.
Reva: Oh man. So Bali is a beautiful place. Now I'm worried about promoting tourism to a place that maybe can't handle it.
Carol: Don't go to Bali, right?
Reva: I was there maybe 10 years ago, so, and oh, it was just, it was just the, the people are just very, were just very open and lovely. And the. The nature was just beautiful and gorgeous. And it, every, any time I go to a different country, I think I've been to India many times as well. It's my parents' mother country. I've been to Mexico, I've been, I've been, anytime I go to another country, I just feel a sense of freedom because I'm. It's like something about just like now I don't have to follow the usual rules here.
Carol: You have this, the sense of even when you're going, you're, you're breaking cultural rules in the other country. They give you a pass like, Ugh, they're a foreigner, but they don't know so, so you have a little bit of leeway and can yeah. And also like, people give you a little grace.
Reva: Yeah. Yeah. People give you a little grace and it's, it's more, it's just like, it's lovely to just get out of the water that I'm usually swimming in. Yep. It's lovely to get out. What I define or what we define as normal here. Sure. Just to leave for a while.
Carol: Yeah, yeah, yeah. Yeah. My parents first posting in the foreign service was in Indonesia. So we have many home movies from there and from Bali. This was before me, but I would love to go visit. I'm sure it would be totally different than when they were there in the 1960s. Yeah. But yeah, it's, it's a place on the list. So thank you. So what are you excited about? What's coming up for you in your, in your work and what's emerging?
Reva: Yeah, the thing I’m most excited about is my work with my one on one coaching clients. There is something so powerful about that moment when someone faces the truth of the challenging moment they’re in and starts to sort through, what are the things that are in your power to influence, and what are the things that are bigger than you that you can reach out for help on, and what starts to become more possible for you when you stand in an unconditional sense of your own belonging and the unconditional belonging of your community. It is really beautiful, powerful, transformative work and it is an honor and a joy to be able to do it. It is the thing I love doing more than anything and I feel blessed to be able to do this work. If anyone listening would like to talk to me about the possibility of working together please come to my website. I would love to talk to you. It's been a long time and I've been at this work for a bunch of years now. And I have a lot of new, a lot of new things to say, and I'm excited about saying them.
Carol: Excellent. Yeah. So what would you say are your top three new things to say?
Reva: Well, one of them is just seeing this relationship between imposter syndrome and the nonprofit sector's inability to address major problems that are sector wide or organization wide. And to see that imposter syndrome is not an individual problem, it's actually baked right into the structures of the nonprofit sector.
Carol: And our society for various identities, if you've been questioned your entire life yes, then you will learn to question yourself, yeah. In your capacity and when you have not. Yeah. Well, thank you so much. And thank you for all you do for nonprofit leaders. I really appreciate it and appreciate you having this conversation.
Reva: Well, thank you so much for having me. This was a lot of fun.
Carol: I appreciated how Reva described her approach for helping her coaching clients deal with uncomfortable emotions. It is not a matter of all in. It is a matter of step by small step – titrating is the word she used. – Meeting folks where they are and only going as far as is a little bit beyond their comfort zone – be with it for a little bit and then back off. I also appreciated her broader perspective on the toxic cultures that too often emerge within nonprofit organizations – overwork, overwhelm, and burnout. That when you are part of it – it feels personal, and it may seem like it is embedded in the personalities of those around you. And as a leader it can feel like a personal problem – which can lead to denial and avoidance and hiding from the challenge instead of addressing it. So instead by naming it leaders and staff can take their power back and address the elephant in the room.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Reva, her full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts or wherever you listen to podcasts. It helps other people find the podcast. We appreciate it! And until next time, thank you for everything you do to contribute and make an impact.
In episode 51 of Mission: Impact, Carol and her guest, Thomas Anderson discuss:
Dr. Thomas E. Anderson, II is the founder of Teaiiano Leadership Solutions. He has over 20 years of experience leading high-performance teams in faith-based non-profits. As a coach, consultant, and workshop facilitator, Thomas helps founders, leaders, and managers to navigate the multi-loop (…and often elusive) process of vision development and realization. In fact, he measures results by how much he helps clients to move forward with their vision for the future. Thomas is a recurring presenter at Regent University's Annual Research Roundtables and has published academic articles in the Journal of Practical Consulting and Coaching (JPCC). Above all, Thomas enjoys being a devoted husband to his wife, Jamie, and dedicated father to his daughters, Arianna and Azalia.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Thomas Anderson. Thomas and I talk about how organizations can learn to see and listen, why more and more people are working with founders, and what foresight is and why it is important to organizations.
Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant.
Welcome Thomas. Welcome to mission impact.
Thomas Anderson: Thank you, Carol. It's nice to be here today, talking with you.
Carol: I like to start each conversation with what drew you to the work that you do? What would you describe as your why?
Thomas: That's a great question. I started this work just to basically help visionaries to, I used to say, to change the world, but it's really to help visionaries to impact the world or to improve the condition of the world that we live in.
Carol: And. As you just said, you're a coach and consultant that really works with folks too, you focus on vision development. Why would you say that vision is so important for whether it's an organization, a team, an individual.
Thomas: that's a good question. And I have to caveat it by telling you a little bit about the backstory of how I got into this work. So I had every intention of graduating from undergrad and just going right into it. Nine to five corporate jobs staying there retiring, but the more and more I talk to people who are around me and the more opportunities that were coming my way, they were really related to people would come to me with their ideas or they would come to me with some type of creative, something that they wanted to do. Made everyone else who gave them feedback on it say, okay, I don't know about this. You might be crazy. Those kinds of responses kept coming to them. And so when I was just open to just the fact that, okay, you want to do something new at the time? I graduated right after the dot com bust. I was in a sense , either forced to go back to school or to try something new. And I was at the time trying something new. And so I saw, I say all that to say, I saw how it motivated vision has a very motivating it's a very motivating phenomenon within itself.
Carol: I work a lot with folks in the nonprofit sector and it's usually someone. Has a vision of, of how the world might be better or how they could have impact or how they could serve people or a gap that they perceive. They step into that. Sometimes the vision is very clear for the founder and not necessarily for everyone that they pull along with them. So you recently did some research into vision development and then its realization. Can you tell me a little bit about that research and what were the, what were the questions that you were trying to answer?
Thomas: Yes. Yes. I'd be happy to. And you just brought up something that I thought about earlier. There's a trend going on and I can, I can break it down like this. And this is what my research has shown just on a cursory level. More new businesses are popping up and even more so since the pandemic has happened. The number of new business applications doubled between 2007 and 2022, and they actually spiked between 2020 and the end of 2021. They have level back off to that doubling, but when you couple that with the fact that corporate longevity has decreased from 67 years , companies used to last on average on the S and P 67 years in 1920 to 15 years. And in 2012 you had this trend that businesses are getting younger. And the chances of working with a founder are higher. And so I started to think, what does that say? Or a visionary leadership vision and visionary leadership. And so what I started to do was to reconceptualize there was a call in the research from a couple of scholars to reconceptualize visionary leadership. And I started to think about the trend of businesses actually getting younger. And I said, okay I need to jump in here. And so I started to ask two questions. The first one was, can an organization learn. And then the second is if so, how do organizations practice? Seeing together now I've had a couple of discussions around my book topic, or I should call it a manuscript at this point because we're still in the process of the proposals and so forth and so on. But I'm even revising that question to look at a topic that came up in one of the sessions: can an organization learn to hear or learn to use the senses. And so what that looks like, going back to my original question, is how organizations learn how to detect and anticipate the future in such a way that they can choose which future they want to pursue. And also on the same token, be nimble enough to make changes along the way.
Carol: Can you say a little bit more about what you mean by an organization seeing or an organization hearing.
Thomas: Still, when it comes to seeing, basically when we talk about vision, we all know that it's future oriented and so. A term for that is the preferred future. And so which future the organization prefers, but visioning itself, starts with the ability to see. And you mentioned the founder earlier in, and that really comes into play here because founders take a journey through what they can see to be the preferred. But there's a lot of information there. That lies outside of the realm of visioning. It lies in the foresight realm of future-thinking, just picking up on trends that are happening or doing some type of horizon scanning or thinking about scenarios that could play out. And so all of that comes into play when talking about organizations. Learn to see together, not just the founder learning to see, but everyone, at some point being invited into the process through their feedback or through a whole group collaborative session, just in bringing all of that wisdom into one room and saying, okay, based on that, what do we want our company to be in this.
Carol: Yeah. And you talked about foresight also. Can you say a little bit about what you mean by that? Sure.
Thomas: So foresight it's not really pie in the sky. Like sometimes vision enforced that can be treated that way, but foresight is basically seeing or detecting what's coming up in the next. So just to, I guess, make a juxtaposition between foresight and strategic foresight and strategic planning, right? Strategic planning looks, and you're an expert at strategic planning. So I need to get this right. Strategic planning looks in the near future, right up to maybe three or five years of foresight. Beyond that it can, it usually starts at five years, but can look up to 50 to a hundred years not to say that people can predict the future. But, you're just picking up on all of these trends that are going on emerging trends, things that could turn into something later, we just don't know. But there are things that would impact or could possibly derail that perfect picture of the future that many organizations and the founders do hold.
Carol: it's so interesting when you're talking about the near term and the longer term for nonprofits with the, with there being so much oftentimes just. Way more to do than can possibly get done. The visions tend to be huge, even when the resources and the organization are, are really small. And so I find even getting organizations to think about the next three years or the next five years can be challenging for them to just take the time. To step back, what are some ways that smaller organizations can tap into what other people are doing around foresight? So they don't have to start from scratch when thinking about those trends.
Thomas: Hmm, that's a good question. I was talking to the president of a smaller organization. It wasn't a nonprofit, but I think the lesson for me in this was that there are certain organizations that are mission driven or are concerned with their teams as wellbeing. And I think that's good. The point of commonality, but what she told me is that she gets together with our team monthly and each team member gets a chance to be the CEO. And so in that meeting she selects someone or they volunteer. And what the first task that they have is to tell, in their own words, what the vision is. And so that's a good way for the leader to not have to always take center stage in communicating it, but also for someone to come forth through someone else's boys and for the leader to also see where that person is and what they see and see the organization from their vantage point.
Carol: That's a great point. I often, when I'm doing strategic planning with organizations and in that initial phase where I'm talking to everybody, one of the questions I often ask. Why does your organization exist? What's the purpose to get everyone to, to describe that mission? They're probably not going to be able to recite the mission statement, but do they at core, have a common understanding of what the purpose of the organization is and, and have that be a checkpoint in the process so that if there, if it's like really all over the place, then that's something that the organization needs to deal with. Yeah. So in your research you were looking at how organizations can see and now maybe how organizations can hear or, or use the other sentences that we have. What were some of the findings that you, that came out of? The work that you did?
Thomas: Great question. So I, going through the process, came up with 11 operating principles that were the focus for each chapter. Around organizational vision development and realization. And so I talked a little bit about this earlier, but vision is more than what meets the eye it's using your senses. It's really detecting and, and I came up with a lot of synonyms that I placed in, in the book. But one phenomenon really stuck out to me was picking up on weak signals on the horizon. And these are signals. Can often be missed, but they can inform the direction of the vision, the, what I call the iteration of the vision. That brings me to a second concept where I think Brenda Zimmerman, who was a consultant and a futurist, and she worked in chaos and complexity theory. She recommended it. Good enough vision, not necessarily wordsmithing it to the point of beyond recognition. She's had to get a vision to the point where it's good enough and then use it to be tested and, over the course of its life cycle, it'll change.
Carol: I love that idea of a good enough. Again, when I'm working with organizations, I'm also trying to get them to what's a good enough strategic plan and to remind them that, yeah, you're not trying to predict the future and These aren't w once it's done, it's also not a tablet that came from on high, right. It’s something that you all created. And so when you need to, you can also update it. So just reminding people that there's flexibility, even when you want to set some intentions and some direction, but yeah, what's good enough.
Thomas: Yeah. And it changes from a wallflower vision and to a working document.
Carol: Absolutely. What were some of the other findings that came out? Yeah,
Thomas: Sure. So there are two trends that in my opinion are upending the traditional idea of visionary leadership and even vision development. And one of those we talked about just now is good enough vision or emergency. The other is shared vision. And in founder-led companies, I'm finding that shared visioning doesn't happen as much with employees at the start as, and I was surprised. I did one quick survey and the customers. So founders would actually. Go through the process of shared visioning with customers using design thinking. I know you're very familiar with that process more than they would with their employees. Once the company had grown. And I found that to be fascinating.
Carol: Well, yeah, I guess there is the focus there on going to the customer, but then if only a few people are involved in that conversation, then there's a big gap of folks who are in the day-to-day and yeah. For nonprofits. Oftentimes, the founder, the CEO, and the board get involved in those conversations and staff get left out of it. And I really encourage groups to include, as many people as is, really practically possible to get involved in those strategic conversations, because everyone has something to share and a perspective and that frontline, actually, implementing a program, actually making things happen is so important. When you bring it back up to that bigger picture vision,
Thomas: And I think we're at a point and I think we're at a pivotal moment in just organizational life. And considering visionary leadership and what it was contextualized for in the late eighties and nineties and where we were as a country at that time. I think we're at a moment where the call even on a generational level is for more people to be involved and that's, I'm picking up on corporations and nonprofits. I work with faith-based nonprofits and I don't really see a difference. People are lacking time and the budget to do certain things, but there is something that I did come across in the literature. It was a book on visionary leadership by Burton. And he actually when I was reading. And also looking through the work of Jim Kouzes and Barry Posner the leadership challenge. And I had a conversation with Jim Kouzes also. And what I found was there's a backstory, even to leaders coming up with a vision because they spend time talking. To people walking through the halls and Jim Kouzes just put it like this, leaders pick up on the vision. That's latent in the hearts of the people. Those are the visions that really end up working on when you start to generalize them for the entire organization.
Carol: that shared leadership is so important because in a nonprofit organization there isn't just one person making the decision, right. It's always a group effort. Whether it's all volunteer all everyone on the board needing to come together and, and have a common shared, shared vision , between board and staff and I think that's one of the things that always can trip people up if they've come from the for-profit side and especially with smaller organizations where they've been in charge and been able to do things the way they wanted to, whether that was best practice or not, they had that ability.
And so to step into the nonprofit sector, whether it's faith-based or. Where it's much more of a matrix it's much more of a collective so that building that sense of shared leadership and shared vision is, is just so important. What would you say are some of the challenges that leaders face when trying to implement their vision and implement, and then build a shared collective vision?
Thomas: Yeah, there are two challenges that immediately come to mind. One is the adoption, like having the vision to be adopted by a critical mass of stakeholders, whether they be employees managers donors just getting that vision adopted. And what, Carol, there is an example of that. I've been unpacking some of these examples and reading through them several times. And so with the March of dimes, I actually read through their history and included it in the manuscript. And so over a period of more than 80 years, their vision. And their mission has evolved several times. And so on its website, its structures, its history, for instance, around the four areas of an evolving vision. So the first iteration, what I call it, the first iteration was curing polio and the era was 1938 to 1955. When the VI, the vaccine for polio became available in 55, they entered into another iteration and they called it. Eradicating birth defects. You could also call it eradicating congenital disabilities that ran until about the mid seventies. And then they entered another one healthy pregnancies and they were ensuring at this time that babies were strong and that moms were healthy. This is random too. And it overlapped into the current era that they're in, where they're tackling a crisis of premature birds. And, and I think that I, as far as I can tell, that's where their focus has landed. And so we, we see things like that with the division becoming , moving in cycles instead of straight.
Carol: each of those are certainly related and they've stayed in the same realm. But the particular challenges or particular eras have been different. Yeah, I mean, oftentimes we'll ask Organizations for some organizations, their mission is going to be perpetual, like healthcare institutions, a hospital. Others would love to see themselves out of business. , a homeless shelter, a food bank if we didn't have needs for that, we'd be a better society, right? Like folks don't want to have to have. The services available. But they see the need and so they build organizations to fit those needs. But yeah. So, so visions can, can iterate in, in a variety of different fashions.
Thomas: And that's a great point. It reminded me of the challenge that the March of Dimes faced in that first shifting from that first iteration to the second, whether the loss of sponsorship and they had to. Find creative ways to tell their donors who had pretty much devoted themselves to the mission. And that shared mission of eradicating polio. Tell them there are other problems that we need to address here. And to your point about they would have gone out of business. Had they not iterated that.
Carol: Which could, which would have been a in, in some ways a valid choice, right. Except that they were, they looked around and there were other related things that they could, that they had the infrastructure to tackle.
Thomas: Jim Henslin, he wrote a textbook on sociology. He put it this way. He said they could have gone out of business, but the bureaucracy. Made them continue. And so they said, okay, we have to come up with something else because there are jobs that stayed there we built so much Goodwill in this brand. And so they had to continue.
Carol: Yeah. And sometimes I think we'll, we'll actually , caution organizations against that, that, that they're not. Certainly they want to be in the nonprofit sector. You want to have a well-run organization. You want it to be well-managed, be effective, all of those things. But if it becomes only about. Perpetuating the organization versus really staying on mission. That's where there can be a little bit of a gap, but certainly there's a multitude of challenges that they could have tackled and then what they chose to tackle. It made sense in terms of where they were and how they were set up.
Thomas: For sure
Carol: I'm curious, what are the phases of iteration or other examples of that vision iteration that you see?
Thomas: They are pretty much four phases. That first phase deals with foresight. Just really detecting what's going on in, in and around an existing organization. Or if it's a startup around the startup, in the external environment. The second is the one we know just sitting down, writing the vision, creating it or co-creating it. And there's a micro phase in between there where the vision is emerging. It's just organically in different quote-unquote containers. It could be through values. , it could be through culture. It can, it can emerge through several different things. The third phase is where stakeholders have a choice and this choice is often taken for granted for founders. They can accept them, its division or stakeholders can reject it. And we're seeing a lot of rejection of organizational vision right now in the great reshuffling. The great. What is it? What is the other name for it? Great. Resignation resignation. I think I've gravitated to reshuffling more, but yeah, the great shoveling, the great resignation where people are voting with their feet, they're rejecting the vision by leaving. And if organizations don't get to the point of the end of founders, especially in leaders, don't get to the point where they accept, okay. People can accept the vision or they can reject it. Then sometimes it becomes impossible. And if folks reject it, it's always impossible to get to this fourth phase where they, and I didn't come up with this term, but it's called vision integration. Dr. Jeffrey Coles, he came up with the term and he did a lot of the research where people do two things. They use the vision to make decisions in their everyday work life and they use it. The vision to guide their behaviors and their actions during the.
Carol: it's so interesting with the whole great reshuffle or whatnot. I think it comes down to, for certainly in the nonprofit sector. What I've observed is often there's been a real gap between the vision that the organization has for the change that they want to make in the world, but then a real misalignment with how they actually act internally, how they treat each other, the culture that they've built and I think it's especially acute when it is a mission-driven organization and people they essentially have higher standards for a group. And so they, when they, when they see that gap, they're much more likely , to, to walk away. And I, I think certainly in the nonprofit sector folks just have gotten to the point and, and then I think with. I don't know, it's pandemic, you, you reminded me that we're, that our, all of our time is finite. That things become more urgent than they might've been. You might've put up with it in the past where folks just aren't willing to as much now.
Thomas: that's a great point. While you were sharing that, I thought about when you, you talked about sometimes there's a disconnect people can vision mission. And I don't know if I said this previously, but it's often something that can be taken for granted with when it's in place, but if it's not in place you feel, or, or employees can feel that disconnection between Where the organization, what the organization does and where their job fits in. And that vision often gives everyone a common direction. And then it's a good launching pad just for even those team meetings weekly to say, this is where we're going. This is everybody's part in it. And , the check-ins, it gives focus and direction to a lot of the work.
Carol: I think that's a piece that people forget to do on a regular basis. And, and one of the values that I see in, in going through a strategic planning process, I mean, sometimes what will come out. The other end won't necessarily be super different than what folks saw going into it. But it's like a rechecking and a confirmation that folks are on the same page. I often get a lot of feedback, wow. That's really helpful to know that other people are feeling the same way I am or seeing it the same way I am that validation. So, I'll often say if you come up with a whole bunch of goals in your plan that are brand new, I actually will be curious about that. Like, why is there such a departure from what was before? And oftentimes it's much more of a through line and it's about conforming or reconfirming or reintegrating that.
Thomas: Yeah. Yeah, yeah, absolutely.
Carol: So at the end of each podcast episode, I played a game or I asked you one random icebreaker question. So I'm curious, what's your favorite family tradition?
Thomas: Oh, goodness. That is random. Wow. I love that question. Let's see my favorite family. I wouldn't have to say there are several, but if I have to pick one, it would be going to Hershey park. Yeah.
Carol: And how's that tradition originating and the same way.
Thomas: What am I, that's a good question too. I think we are just random, and that's why I say yeah, I'm going to stay with the randomness because I think we were random at times and we like to just experiment, try new things, go places. And I think we just looked it up and we saw that they had a chill child-friendly rides and attractions, and we said, okay, let's go.
Carol: And you love chocolate. Well, I am, I'm always in agreement with that one, for sure. So that's something you do on a regular basis or when we can, at least once a year.
Carol: Well, I'm not, I'm not a rollercoaster person, so I stay away from us at the museum at the park, but I was lucky that my daughter loved them and my younger sister also loved them. So it was a big treat that my younger sister, auntie, would take my daughter to the amusement park. And they got, they had a great time, left me, left me behind, best stay out of the way.
Thomas: I discovered, and this is funny now, but I discovered that. I had vertigo on one of the rides at Hershey park. So my wife is the roller coaster person
Carol: Yeah. There you go. I definitely have vertigo. Vertigo is a real thing. So what are you excited about? What's coming up next for you? What's emerging in your work? You talked about a manuscript.
Thomas: Yeah, I'm totally excited about that. So I'm working with beta readers right now to figure out what's missing what's resonating with them. And, and they're mostly scholars in visioning and organizational change so forth and so on. And so I'm hoping to have that type of yes, by the end of the year.
Carol: All right. Well, we'll look forward to it and let us know so we can let folks know when it moves to that next step. That'll be exciting. All right. Well, thank you so much. It was great having you on.
Thomas: Thank you for having me.
Carol: I was struck by Thomas’ example of the CEO who has each of her staff be CEO for their monthly meeting and to articulate to the team what the organizational vision is. It is a great way to check in and find out whether folks are in alignment and really understand where you are trying to go. I also appreciated Thomas’ description of the ‘good enough vision.’ So many organizations can get caught up in trying to get it perfect. Whether it is their vision statement, their mission statement, their strategic plan. Having the attitude of we need to get it ‘good enough’ and then get moving can really help keep the momentum going. And the importance of visions being a shared vision. If you are a founder and you are the only person who really gets your vision, it will be a lot harder to realize it. You will be more effective if you create the vision with the people you are working with – whether everyone is a volunteer or you have a staff. It needs to be the vision of the group, not just the founder.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Thomas, his full bio, the full transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes.
I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback. Keep making an impact!
My passion is helping nonprofit organizations and associations have a greater mission impact.
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