​In episode 65 of Mission: Impact, Carol and her guest, Lisa G. Hazirjian discuss:
●      Some common mistakes and misconceptions nonprofits have about policy advocacy
●      Simple steps to take to get to know policy makers better and build relationships
●      How to build a ladder of engagement for your supporters and volunteers
Guest Bio:
Lisa Hazirjian, PhD, founded Win Together Consulting to help progressive change makers develop strategy, build power, engage supporters, and leverage strengths to achieve their goals. She holds a Bachelor of Arts in Public Policy Studies, Graduate Certificate in Women’s Studies, and Ph.D. in U.S. History from Duke University, and is working toward a Nonprofit Leadership Certificate from the Harvard Kennedy School. You can reach Lisa at lisa@wintogetherconsulting.com.

Important Links and Resources:
●      Win Together Consulting
https://www.linkedin.com/in/lisahazirjian/

Carol Hamilton: My guest today on Mission Impact is Lisa Hazirjian. 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.

Lisa and I talk about public policy advocacy for nonprofits. We explore how anger and sadness can be a catalyst for action, how nonprofits – specifically [501]c3s in the US – can incorporate advocacy into their work and to further their mission, why it is so important to think about why your issue could matter to a decision maker – from their point of view, some simple steps you can take to start building a relationship with policy makers, and how to identify and build a ladder of engagement for your supporters
Welcome Lisa. Welcome to the podcast.

Lisa Hazirjian: Thank you so much, Carol. I really appreciate the opportunity to be here today.

Carol: I'd like to start out with a question around what drew you to the work that you do? What would you say motivates you and what would you describe as your why?

Lisa: A lot of answers to that question, but they really all come back to two things. One of which is really at, at a few key points in my life needing to find an outlet for a lot of sadness and anger during times of loss. And the other being my training as a historian, I did a career change. I have a PhD in modern US history and I studied social movements and public policy and how they influenced one another. And the moment when all of that came together Was 2008. The moment really lasted about six months starting with a tenure track job offer which was great. Except at the university where I was offered a job. This is back before marriage equality. And I would be moving with my partner now, my wife and the university didn't offer domestic partner benefits and that. Could have been a big issue. And so I asked if they might be able to come up with some way for my wife to get onto the university's health insurance policy. I pointed to a couple of examples of other universities that had made these kinds of accommodations. And long story short the response, I got a few days. The immediate response I got was being yelled at, which was not good. But the ultimate response was being told the university is no longer considering your candidacy for this position. And I. That was very upsetting as you can imagine.

And this was 2008 and I suddenly had a lot of time on my hands because the contract I had had just ended. And I didn't know what I was going to be doing, but. I was approached and asked to pull volunteers together for the Obama campaign to have a presence at the Cleveland Pride Parade and Festival and I did that. And I did that specifically. Because Barack Obama was a candidate who, although he did not at the time support marriage equality yet he did support an employment non-discrimination act that we still don't have. Still trying to get what's now the Equality Act passed. But for me, this was a way, not just to get something for myself, but to get something for everyone to fight, to have a president who would sign a much needed non-discrimination act. And that became the thing that I put all of my emotions into for the next several months. And really saw a lot of the things I had studied coming into action in terms of what it means to do.
Marshall your leadership skills in a way that draws in hundreds of people to build the collective power you need to achieve a goal, which in this case was getting Ohio for, for the campaign. After the campaign I took some time to take stock and realized that I should build myself an off-ramp from academia and an on-ramp into professional advocacy work.

Carol: I feel like that's an off-ramp that a lot of people are exploring these days. But that's a different conversation.

Lisa: I would say it is a different conversation. And I can recommend someone to talk to you about that.

Carol: I appreciate that story and I do think that a lot of advocacy work does start with something you're angry about or something that pisses you off, or sadness or any of those things that can be a catalyst to, okay, well I can sit in this, or I can try to move things forward and. Said, have things be different for me, but have things be different for a wider group of people, which is, which is so important. My exit from history, I was a history major back in college, was much less dramatic than yours. I was doing my thesis for my BA and at the library, the big library downtown in Philadelphia and reading magazines from the late 1800s. I was looking at the role of advice being given to women on parenting in that time period in Germany. And I found that I was allergic to old paper. So a life of being an art for sure was not going to be in my future. So, not quite the same, but got that commonality, that background. So as you said, you've shifted into doing political ad advocacy work and, and helping people with their political campaigns. With, with nonprofit organizations, and I think there are a lot of misconceptions that people have about what's allowed, what isn't allowed. What would you say are some of those, some of the biggest misconceptions that you run into in terms of advocacy work and organization, non profit organizations that you work?

Lisa: It's interesting. I mean, I think plenty of people before me have said that one of the biggest misconceptions out there is this idea that nonprofits can't do policy advocacy. And that's just absolutely not the case. Of course they can. And I would argue they should, right? Nonprofits have a lot more knowledge and experience in a whole range of fields than our areas where public policy is made than most of the people who are making those decisions.
And when nonprofits bring their voices and bring the voices of the people they serve into those conversations. To try to advance policies. They're really doing a service to everyone cuz it's not like lawmakers can be experts on everything, none of us can. AndI'm, I'm not an attorney and if I were, I would have a disclaimer that I'm not giving legal advice. But, but the short of it is that, As long as you aren't endorsing a particular political candidate doing anything to try to affect the to try to elect person X over person y it's very likely that you're perfectly legally compliant. And it's nearly impossible for most organizations, even full-time advocacy organizations. Run up against the IRS limits on how much time and money you can spend on advocacy.

But that misconception aside, cause that's one that comes up over and over. I actually think another really really major misconception is, progressive nonprofits can't get anything done unless Democrats are in power. Or the flip side of that, that having democrats in power means that progressive nonprofits can get things done. Neither one of those is completely true. And, both of them miss the reality that there are a lot of things competing for attention at legislatures, and at the end of the day, it's anyone's ability to influence those decision makers that matters.

And there are a few things that nonprofits can do that can really help with that. And one of them is simply, Having supporters who are constituents of those key lawmakers and the other is speaking their language. So when I was executive director of the North Carolina AIDS Action Network I, I did not harbor any illusion that many of the Republican lawmakers in control at the North Carolina General Assembly were going to be moved by A lot of the things that motivated me, the fact that I had lots of gay male friends living with HIV, for example. But I did think that they would probably be moved by the idea that it would be great if our kids could grow up in a world where, once they are adults, they're not worried about HIV. And that in the meantime it'd be great if the state wasn't spending as much money dealing with HIV. And having those messages that resonated with the lawmakers really, really made a big difference.

Carol: A couple things. Obviously our conversation is all grounded in the context of the United States. I do have folks who listen to the podcast from around the world. So for this topic, it's all within the particular laws and institutions that we have here. You mentioned the IRS, the Internal Revenue Service, that's what it's called. And I think the limits that you were talking about also are particular to one type of nonprofit, which is, I don't know the percentages, but I'm guessing the most common is the [501]c3 within that code. And then of course our politics in terms of our two-party system and all of that. But with all of that in mind I think about what you're saying, taking all of those particularities of the US aside, what you're talking about or really thinking about what matters to the decision makers that you're trying to speak to, and share your message. Share your, trying to move things forward, getting in their shoes, thinking about how they're looking at things where there might be common ground. I mean, that's something that folks could do

Lisa: anywhere. Absolutely. No, that's, that's exactly right. And , I have some colleagues in Canada who, who I've talked with about similar things , and different particulars about how the government is structured, what parties might be called, et cetera, but the same basic principles. And I would add that, a lot of these tips for doing better public policy advocacy also apply to just any mission advocacy, including fundraising. I think many of us have had the experience of sitting down and trying to figure out how to translate how we talk about our work and our mission in the day-to-day. The language of whatever major funder we might be applying for funding from and just , speaking their language is half the battle there.

Carol: What matters to them and, and how do you, I mean, so that, that. What are some of the, specific or concrete steps that people can take to start being able to shift their perspective and get a better understanding of the folks that they're trying to influence?

Lisa: So I mean, always sort of trying to ground ourselves in who's our audience. Who is it? Who, whose help We really need. Because if it was just us , right? If it was just our staff, our board, the people we serve, the people on our email list, then we could just mobilize everyone and do it. But when we need to persuade. People who are on that, on the outside of that us, that we really need to think about who are these people? And , these days it's not that hard. Everyone's got a website. It's , you can start doing things. I think one step that is really useful is to. To do like a really quick survey of the people who receive your email. Your email blasts and simply asks like, Hey, do  any of our policy makers at the local level, county, state, or whatever the kinds of divisions of government might be in other countries? Because. a good chance that there are people who are receiving your emails, who do have relationships.

And that's important in two ways. The first being they're really gonna know and understand those people a lot better. And second many times the best messenger is somebody who already has a good relationship. With that lawmaker. So that's, that's just one, one really simple thing that people can do.
 
Carol: And all those steps that you take to build, build that relationship, start to get to know the person. And I was listening to another podcast last week, and this was more in terms of kind of. , business networking and, but the person had a, had a principle of no ask before one year of, of being in relationship with that person. So not like, okay, I'm gonna knock on your door and I'm gonna ask you immediately for something that, that and, and she used the word political capital, although it wasn't,  capital p and I don't know what you think about that or. . It, it, that's just, that's just one framework for thinking about it. But what I did appreciate about it was that you need to invest something in that relationship before you're asking something of the person.

Lisa: So, I mean, I would not wait a year, not wait a month. Okay. If you need something, you ask, but I, but I definitely concur that it is always better to start building a relationship before you need something. And I, I recently, well a little while back wrote a blog piece that the North Carolina Center for Nonprofits put out. It actually came out shortly after the November election here in the US and it was simply a sort of , why and how to congratulate the people who just won. And , basically saying like, this is a great opportunity just to get on their radar, tell them a sentence about what you do, what you care about, make sure you're gonna get their emails. And it's just, it's going from being a complete stranger. To have that initial point of contact, which can be really important later on when something comes up and you and you really need to have a more substantive conversation. .

Carol: So I think some other things I really appreciated that post of yours and cuz it's so simple, right? And anybody can, any, can, anybody can do that. But not everybody's going. Which will be the differentiating thing. And then other simple things helping, celebrating wins, and thanking someone for, for lots of different things. Just all those little bits and pieces that you can do to start cultivating that relationship.

Lisa: That’s exactly right.

​Carol: Are you saying some of the big mistakes that people make?

Lisa: Well, one of the biggest mistakes I've made and have really learned from is Limiting trying to do everything ourselves and limiting opportunities for other people to get involved. , the reality, I, I love that part of your tagline is that, that this podcast is for progressive nonprofits and associations, organizations , wanna achieve big things without being martyrs through the cause. And I have definitely been in positions where I have. Worked myself to the brink of needing to be admitted to the hospital for rehydration and rest. And that is not healthy and it is not sustainable. But it's not necessary either. The reality is that whatever it is that we're doing, whatever.

Mission is whatever our immediate goals are, there are other people out there who want us to be successful and there are a lot of people out there who wanna help and we just need to ask. And the reality is that when we give people. Strategic opportunities to help out at whatever level of engagement works for them.
Whether it's , let me take three minutes and do something, or let me take three hours and do something once a week. Or let me take three hours one time in my life. Whatever it is, that gives us so much more capacity. to get things done. And so II, I think one of the most important things that any organization can do is think about the best ways to engage their supporters more frequently in more meaningful ways.

Carol: , and I appreciate what you're saying around, it's not necessary, but I would also say especially in this work and probably any work, the more people you have involved, the more effective you're gonna be anyway. Oh, absolutely. But I see a lot of times like organizations that let's say they're an environmental organization and they do environmental education and they have this assumption.
So we bring these kids out, they're doing environmental education, they're gonna talk to their parents, and their parents are gonna become advocates for the environment. And it's like, there's so many leaps between the one to the other that , maybe one or two of the folks will have that ultimate outcome.
But if there's so many little breadcrumbs that you could, you could, or. . Steps that you could offer people, but I find it's hard for people to think of what those little steps

Lisa: are. Sure. And I, so, yes. And . Okay. . I, I think that there are a, another mistake I see a lot are organizations who have a ton of ideas, let's do this thing and let's do this thing.
And here's another thing we can do, and here's another thing that we can do. And all of, and some of those ideas can be fabulously creative and innovative and do a good job of leveraging their strengths, but they aren't necessarily attached to a core strategy. To achieve a particular campaign milestone or particular goal nor are they attached to a more overarching organizational goal of building long-term power.

And , I, I, I want to destigmatize the word power because the reality is, Power is what you make of it. And having the power to make the world a better place in whatever way your nonprofit or association is trying to do should be celebrated. And one thing that I help organizations do is take a step back, and this is a place where my training as a historian really helps.

Even though you stopped in those archives , you can understand that as a historian you develop this perspective that is simultaneously very long range. And has a ton of attention to details of how change happens over time. Like that is very much what historians do. And it's what successful advocacy organizations Do if they're doing a great job of developing strategy, is they think ahead a few years down the road to the impact they wanna have, and they backfill and think about, okay, well we can't.

We don't have the resources we need right now. We don't have the capacity we need right now to achieve this big thing that we wanna achieve by 2025, let's say. But we can get there. Let's think about the steps to take to get there. And it could mean just growing the number of people who. Who are part of your organization, who you're in dialogue with, who you can mobilize in support of a goal.
It can mean building out, cultivating a group of people who can talk to the media and be effective storytellers on behalf of your organization. It can. People who can bring some specialized skills that you need. You brought up an environmental piece. It could be that you need the capacity to just get water samples from across the entire state.

And it turns out that. That's something where you can teach everyday people to go out and help be water monitors. I have very little expertise in this. I'm just using this as an example. Sure. . .

Carol: I was thinking about what you were saying, and I think one of the things that the nonprofit sector does not struggle with is a deficit of ideas.
And a deficit of things that they could do or ways that they could try to move their issue forward. But can you give me an example of when folks have taken those ideas but really built a strategy to move their issue forward, and how they've engaged people.

​Lisa: You like the pregnant pause? . . Well, I, I'm gonna give you an example that I know well which again, is drawing from my own work with the North Carolina AIDS Action Network. When I was hired I was the, the first The, the first full-time staff person the, the first executive director staff of one, and the first thing I did was ask like, Who, who are we?
Who are all the people who've ever been involved in this formerly all volunteer thing, and it was a list of 243 people who I either was able to find an email or a phone number for. And I started building and I, I started building for a very particular need that we were aware might be coming down the pike.

A program that at the time was called the AIDS Drug Assistance Program had There have been funding crises in many of the states in the US including North Carolina that resulted in waiting lists and and we were anticipating a state budget battle that I needed to prepare for, and I knew that No matter how great a one pager I developed and no matter how much of a collegial relationship I was able to form with the heads of the Health and Human Services appropriation subcommittees that at, at the end of the day, I was gonna need more to convince them.
And, and so I started tapping the people who we already had as folks who had ever done something and using them as my starting point to recruiting more people across the state, just needing numbers and also needing breadth of coverage, particularly in the district. Of the legislators who sat on that super important health and human services appropriation subcommittee.

So I was very intentional about going to those particular corners of the state and finding constituents of those specific people so that when the moment came around, I kept on chasing after Nelson dollar trying to talk to him, and he kept on not talking to me. and I kept on trying to schedule an appointment.
We had a, a list, a deep list of people who lived in his district and we mobilized them to make phone calls into his office. And , gave them a little bit of training about what to say on the phone. And I gave it a couple of days, and then I went back to the office to make an appointment and the legislative aid said, oh , we've been getting a lot of calls about that issue.

Let me fit you into his schedule. And II, I mentioned this because a lot of us who got a lot of education might have some letters after our name, are under the illusion that all we have to do is, is. Develop a compelling argument. But actually we need to actually force people to listen to our argument.
And , I I I like to say that there can't be persuasion without the pressure to actually listen to you. And so that's a case of doing that base building, that intentional base building to create the pressure for a key legislator to. and that

Carol: base building. I mean, I'm on a lot of newsletter lists and, and , get advocacy alerts.
And some I respond to and some I don't. And I, I don't consider myself , someone who's really that, that that'sI've, I, I would say probably I'm a reluctant advocate. And so even something like that, I feel like. It takes some steps to get people comfortable to pick up the phone, send an email, do any of those things, and contact decision makers.
And it is one of the things that we talked about beforehand, that, that. I think it is relevant in a lot of different circumstances is this notion of a letter, a ladder of engagement. And you talked about before the kind of thing someone can do in three minutes, or maybe it's three hours in a week or maybe it's three hours one time.
Can you talk a little bit more about that and, and kind of. cultivate your base. That's a, that, that, there's a lot of things that could go into that Right. To actually have it be successful.

Lisa: Sure. . No, I would love to talk about that. And, and, and I will say that when I was with, with N C A N, with the AIDS Action Network, just about every board meeting my staff and I would tell a story about that.
Explained the roles of in the end it was me and a community organizer and a communications person. And we would tell a story that demonstrated what each of us did in the organization. But it also talked about our ladder of engagement. And the story would go something like this. , it would go something like Our community organizer went to this event in the community and met a bunch of people and had conversations with them and moved some of those people from being members of the general public to being people who we had the ability to get in touch with.

By getting their contact information, getting them signed up to receive our emails. And at the same time he invited them to become part of our volunteer team, where we would ask people if they would make a commitment to. Devote three hours one time in the next three months to helping us out. And so we wanted to give people a sense of, we're not asking for your whole lives, but we also don't wanna bother trying to get you out to things if you're not thinking that.
, sometime in the next three months, don't wanna do this. And that was.

The beginning of us explaining our ladder of engagement, the first rung is simply putting your foot on that bottom rung and saying let me get on your email list. Let me get on your text list. Here's how to hear from me.
But maybe you might grab on higher on that ladder and say,  what? I have this intention of becoming a volunteer and stating that And then we would move people. And , I would say the next real step our communications person would move people from being signed up to getting people to take that first click action.

​The getting people to respond to an action alert, getting people to share something on Facebook and. and we, we really developed a few different ladders of engagement and one of them was more of a base building lane of volunteering with us at community events to do the same thing our community organizer had done.
Go around with clip petitions, postcards, et cetera, and bring more people involved. And another piece was more storytelling oriented. Get people involved in telling their stories about why our work mattered to them, and why the policies we advocated for were important in their lives. But the basic concept is to have a predefined.
Set of steps that people can take from not being anywhere on the ladder to climbing up that ladder to positions of. Increasing responsibility and importance to the success of what you do? I personally am okay with letting people skip a few steps. Sure. But, not be all the way at the top. Because having those steps is important for getting some proof of concept that somebody is going to be reliable and be effective at particular things.

And there's also a certain amount of skill building that one wants to do. If you have someone who's volunteering as a phone banker you want them to be really good at it before they host their own phone bank and need to support other people who are doing it for the first time.

Carol: Well, I love the specificity of, of that.
, the email one, I think , or contact information. I think a lot of people are probably already doing building their list, building how they get in touch with people. But that next step of the way that you talked about three hours in the next three months it's memorable for one.
And it's possible to, it's, it's. I mean, it's a commitment, right? It's not nothing. It's not, I'm just gonna ask you to do this little thing that doesn't really matter to you. It's, it's, it's more than, It's something you need to advocate and actively say yes to. And yet it's not so huge that it becomes you get paralyzed by, oh my God, they're asking me to do something and I'm not ready.
. And I, and I love the idea of also that , through that One, you're seeing who does step up. And then two, you're having a chance to build their skills as they, as you, as you go. And then also , seeing, do they follow through? Do they say what they're gonna do? , and I think that's applicable in so many different parts of the work that nonprofits do.
Ofsomeone may be trying to build their board and I often talk to groups about, okay, so get them involved in some other way. A committee, a campaign , some specific things that you can see how they are to work with. Do they follow through? Do you have to chase after them? , what, what?
What's, what's their work style? Does it fit, is it contributing, is it draining? Before you ask them for something really big, that could have just a huge impact on your organization. Oh

Lisa: my gosh. Well, that is excellent advice You're offering Carol , but there's another piece that I wanna put out there.
So, and, and really just talking with youI remember. The community organizer who was on staff when I ultimately left CAN he reminded me one day that. The first time he met me, he was an undergraduate at the University of North Carolina Chapel Hill, and I was a guest speaker in a class he was taking.
And that was his first awareness of me and what I was doing. And he waited tables at a local diner. andI bumped into him there and then he showed up as a volunteer. And was someone who I saw had some real natural abilities in this area and got him involved more. And then he had a job where we were coalition partners and , I.
And finally I was able to hire him at, at one point. But so he went all the way from being a member of the general public in a classroom. And getting involved as a volunteer and then being a volunteer leader to ultimately being staff. And I, I, one thing that I'm really proud of to this day about the program that we built and what our supporter engagement program looked like is the number of people who.
Were involved as volunteers or interns who now work in the field. It's actually a really great way to build the profession, a really great way to help people build their leadership skills.

Carol: Absolutely. And I helped an association build their ladder of engagement. And this wasn't from a policy point of view, but from a volunteer leadership point of view.
And it was just okay, you have the first step is to become a member, maybe, or maybe even the first step is to come to an event that the association holds or, or even. Well, I guess the first step before that would be it'd be in the field and , be, become aware of the organization, come to an event.

And then use the resources of the organization to step up to volunteer to be a presenter or write something for, and it could be at the local level or, or regional level. And it's just like one small step, as you say, after another of taking increasing risk. Responsibility. And then in that case for that person building their visibility over the course of their career and their leadership skills.

But I think it's also one of the things that we tried to do, as we were mapping that volunteer leader experience and also thinking at each step, what is, what is the person. , not only what they're contributing, but what they're gaining through that experience of the, the, and, and being explicit about the skills that they're able to learn.
As they go and how, what they're doing ultimately is contributing to that bigger picture.

Lisa: Well that, that piece is huge. And one thing that's always been important to me whenever I do any training, well first of all, I always believe that if you have volunteers, you need to actually spend some time training them before you just throw them into whatever they're doing.
But then, yes, please . For me, the training should always have a why as well as a how. Hmm. And have the big picture of what we are doing because here's how this little thing that we're gonna be doing fits into the bigger picture. And then with, with the, how I like to have let me explain it.
Let me demonstrate it. Let's have your role play it. Let's evaluate. Okay, now you're ready. And I think that that is super important to the quality of volunteer experience that people have as well as being important to helping to really build those skills. , to me, one sign of a great volunteer program is an intention of.
Of having this ladder of engagement where a volunteer who's come three times Has an opportunity to say, yes, I would like to take on the next level of responsibility where I can be the person who trains and coaches new volunteers doing the same thing. And that expands the organizational capacity so much.
And These are still folks who might just be giving three hours a month. If you have 10 people doing that, that's a huge amount of capacity that you're adding. .
Carol: . 
You're, you're, you're creating more and more ripples that they, that they can contribute to. And I think another thing that you were talking about, the why and the how I I. I work with groups helping them with their strategic planning and, and it's a, it's a process, right? There are lots of steps to it.
And one of the things that I've realized recently is that I, it's so obvious to me what the why is that I forget to, to tell people. The why of all these steps that we're taking through the process. And so I had an instance recently where there was a, there was just a real misalignment of expectations because I hadn't done a good job of explaining why.
And I think for any of us who do the thing that they do you get to be very familiar with it. And it all seems just as obvious. I don't know what anything is, and so it's easy to forget. So I appreciate that of course
Lisa: Of course. And  what, even though I said it as I just listened to you, I realized that what you are saying applies to a situation I am in right now.
Carol: Well, I think I'm gonna make it my mantra for 2023, the why and the how , not just the how. Well,
Lisa: Great, great. It is good, it is a good mantra. I just need to apply it to all aspects of my life, not just. That particular one.
Carol: Right. Right. And I, I, what I also appreciate about what you're talking about, we started talking about , decision makers that you're trying to influence and looking for how, where the commonality is. But I think it's really with your base, it's also looking for what,  what's gonna. Influence them to take action. Those, those smaller steps that you're asking people to take. And some people I was thinking also, I was focusing on skills, but. Some people may be very motivated by that. Other people, it may be other things of,  being part of a community that's, that's, that's taking action , seeing those and, and you, I think it's, it's hard to go to wins cuz. I don't know, policy campaigns, there's often, it's, it's often a very long process before you really get the big triumph. So finding those small wins as you go to keep people moving and motivated, but thinking about different things that will engage people and motivate them. People at the same time of being strategic, of not trying to do all the things for all the people.
Lisa: No, I mean that, that's right. And, and listen, you're very much in touch with the reality that That policy change can be glacial except when we don't want it to be Right. like having this bullet train of bad policy coming right at us .
Carol: Although the people on the other side will probably think, well actually we've been building towards that for the last 50 years.

Lisa: No, and and, and you're exactly right. You're a hundred percent right about that. But , I think that The way I and other people who have volunteered have experienced these policy campaigns. Part of the win, again, is just the opportunity to be helping them, let me try that again. I think that for a lot of people, the win is simply being able to do something with other people to help move closer to that eventual win. And because of the isolation and the frustration of being by yourself, being frustrated by something and just feeling helpless. That's terrible. I hate it. , other people hate it. And so for me, and I'm like, look, let's just, let's create, create ways to bring folks together.

And I'm, I'm thinking about back, I think it might have been 2016 when the North Carolina legislature passed HB two, which. National press. It was one of these anti-trans bills. And I was pissed. Lots of people were pissed. And , I decided, all right, I gotta do something. What can I do? What's, what's gonna be helpful? And I decided just to take some skills. That I had learned in, in other campaigns to do some grassroots fundraising to try to unseat some of the co-sponsors of that odious bill. And so I just put together this little , grassroots fundraising thing where I invited people to join me. I had a friend who was able to. Like the community room and her neighborhood for us, I did a little training. We made phone calls just to our own personal contacts, and we raised about $5,000 one evening for some of these candidates to help get them elected. And , in the grand scheme of a campaign for State House or state Senate, that's not a ton of money. But it's also, A significant amount of money. And We all felt like we helped with getting a few good people elected, but also it just meant that we could all be in a shared space and do something ourselves. And everyone we called to help make a donation was also someone who we knew was feeling like, oh, this HB two thing stinks. I wanna do something, but I don't know what to do. So it had those multiple layers or ripples as you said, that reallyI knew that, wellI can donate money, but I, I have onlyI work in the nonprofit sector, how much money can I possibly donate? Well , but I know people and they can donate and they know people and they can donate. Right.

Carol: And so again, that's that . Pulling people in as you talked about, you don't have to do it all yourself. Absolutely. And that actually part of the joy is. Doing it together. . And bringing people together and creating that sense of community. So I really appreciate that. So I'd like to end each episode by playing a game where I ask you an icebreaker question from my little box of icebreaker questions. So we were talking about skills before. What's a skill that you learned when you were young that you would say that you still use today?

Lisa: I'm such a different adult than the kid I was. But there's a really obvious answer. Okay. So the skill that I first used when I was in the fifth grade was simply the skill of not accepting that something has to be the way someone says it has to be. Hmm. And I'm, I'm thinking of a kid, a boy. This is important to the story. A boy from my neighborhood who is in my grade at school decided that girls couldn't play in the fifth grade softball game. And when pressed by me for a reason, why, coming up with this excuse that you had to have a glove, me saying, well, why can't we just borrow gloves? People who are at bat and him saying You have to have your own glove. And so goodie two shoes, I cut recess, to go home and get my own baseball glove. Which I did. But then when I walked out of the door, instead of making a right to go back to school, I made a left. We went to our neighbor's house and knocked on the door and asked to borrow their kids' gloves and went down the street and did it again. I walked back to school with my arms full of baseball gloves. And so at those, those skills of not accepting injustice in the world, doing something so that I get justice for myself, but also taking the step of making sure. , other people have justice too.

Carol: I love that story. That's perfect. I mean, here you were in fifth grade, ? Yep. It's taking, standing up for something you believed in and then doing a neighborhood canvas to  collect resources for your cause. . I love it. That's great. That's great. So what are you excited about? What's, what's coming up next for you in your work? What's emerging in the work that you're in?

Lisa: So I am super excited. I have decided that 2023 should be my year of being part of more teams. And I'm excited about a couple of ways in which I see that happening. One is already happening, which is that I'm going to be leading a team of nonprofit. Professionals from various parts of North Carolina where I'm based and leading them through a three month a three month workshop, advocacy academy that we're calling it to help them develop advocacy campaigns that also help them build long-term power. So that's super exciting to me.

And then I'm, I'm really trying to vision into existence. A few more partnerships with organizations and really on the lookout for organizations that are ready to move beyond that. Oh, we've got an idea, we've got an idea. And instead get into the mode of saying, Let's put a pit in this and think about what our desired outcomes are, what we need to get there, actually put together a campaign strategy, take steps, learn the skills we need. And I'm open to doing training and strategic planning, and that's stuff that I've been doing for years. But I, I've recognized that the work that is most fulfilling to me is when I. Have a more sustained engagement with an organization and really be embedded in that team for at least three months to really work alongside folks and ask the questions that prod people and make observations and congratulate people on their great ideas and help make things successful. So I'm, I'm excited. Looking forward and embracing that work. All right. Well,

Carol: Thank you so much, Lisa. It was great having you on the podcast
Lisa:. Hey, this was awesome, Carol. Thank you so much as well.

Carol: I appreciated how Lisa described intentionally building a ladder of engagement. Recognizing that there are a lot of people who want to help and want to get involved but maybe don’t know how. How to shift someone from an email on your mailing list to someone who more actively shows up for your organization. I appreciated the specificity of her ask – are you willing to do something in the next 3 months. And then provide a menu of options – something that takes 3 minutes, something that takes three hours. And by building a pathway of slowly increasing involvement and responsibility you provide folks a way in and you also have the opportunity to get to know them and vet them. See whether they follow through. Do they show up? Do they do what they say they will do? Do you have to chase them?

I have seen smaller organizations want to invite folks on to their board immediately. First being on the board should be just one way to be involved in the organization – even if it is an all volunteer group. And you are taking a huge risk if that is your first ask of folks. It is a big ask for one so one that likely folks who don’t know you that well will say no to. AND you don’t know the person very well either and don’t know how they will or will not contribute to the work of the board. Find smaller ways for folks to be involved. Invite non-board members onto board sponsored committees and work groups. And realize that not everyone is going to make their way all the way up the ladder – some will be perfectly happy showing up for a one off event occasionally or responding to an action alert.

And this ladder of engagement can be for advocacy – but it can be for a lot of other things as well. I am on a lot of email lists for organizations that I support. And I get a lot of donation request emails from them. What I don’t see as often is small ways for me to get involved highlighted or featured. Most organizations put a lot of time into thinking about how to make it easy for me to give them money. Not as many organizations have put the thought into making it easy for me to give them time in meaningful ways. This is a big missed opportunity.

​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 Lisa, 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. And until next time, thank you for everything you do to contribute and make an impact. If you enjoyed this episode, please share it on your favorite social media platform and tag us. We appreciate you helping us get the word out. 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:

• the types of transitions that organizations experience,
• 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, 
• how those exiting the leadership role and those entering as new leaders can prepare themselves for their new chapter.

Guests and Resources:

• Elizabeth Woolfe (episode 12)
  • https://www.linkedin.com/in/elizabethwoolfe 
• Andy Robinson (episode 21)
  • https://www.linkedin.com/in/andy-robinson-9a230b4 
• Carlyn Madden (episode 27)
  • https://www.linkedin.com/in/carlynmadden 
• Don Tebbe (episode 32)
  • https://www.linkedin.com/in/dontebbe 

• Will We Get There Hire by Hire? By Jeanne Bell, Paola Cubias, and Byron Johnson 

• https://www.compasspoint.org/sites/default/files/documents/Executive_Transition.pdf
• Don’s books

Transcript:
​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.