In this solo episode 38, Carol Hamilton discusses burnout in the nonprofit sector, what possible ways forward are, and how to stay engaged while prioritizing your own health.
Carol Hamilton: For so many check-ins recently whether it events that I've held, the recent nonprofit leadership round table or with client meetings, other webinars, and just checking in one-on-one with people when they do the check-in so many, so often I'm hearing, I'm tired. I'm exhausted. Most of us in the nonprofit sector, we're doing too much.
Before the pandemic, we worked too hard. We were sacrificing for our cause and then came this global state of emergency and we came into it without reserves our tanks on empty. This could be reserves in terms of energy. It could be literally in terms of money in the bank. And then we've been asked to do so much more over the past two years.
I'm sitting with the question of whether we can step back and ask whether another way is possible.
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 nonprofits, strategic planning.
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, and all of this. For the purpose of creating greater mission impact.
My thinking on this has gone, gone back for many years. in fact, I stepped into the organization development, stumbled into into the organizational development field when I was investigating the disconnect that I saw so often in organizations between the missions that they had for the change that they wanted to see in the world, and then how staff were treated inside the organization and how organizational cultures were built.
But more recently, I was doing a webinar on healthy cultures and talking about modeling a healthy behaviors and self-care for staff and. I was getting some pushback and eye rolls from, executive directors and perhaps, you're having that reaction right now. And one executive director stated, “I have to work 70 hours a week. Should I pretend that I don't to staff?”
And she stated it as if it was a fact as if it was something that could, she could not escape. But it's really a belief and it's a belief that drives so many of us. And I thought about it later. I thought about her statement a lot after we got off that call.
And I thought, you know, if you follow the logical conclusion of that is 70 hours a week, even enough. By doing that is the leader doing everything that they could do towards moving their mission,n forward? Sadly, probably not. For most of us, our organizational missions and visions are always larger than what we can reasonably accomplish.
If we're in direct service, we're unlikely to be serving everyone who needs our services, even as we work ourselves ragged. And other areas where the mission is movement or policy or educationally focused, the urgency can feel equally real. But the truth of it is that so much of it is arbitrary. People set those deadlines and people can change those deadlines.
So is 70 hours hours a week enough? Again, probably not even working 24 7 would probably not be enough to reach everyone who needs the services or all the possible projects to move your mission forward effectively.
But we know that we can't work 24 7. That's not humanly possible, but the truth is that working 70 hours a week, week in and week out, isn't sustainable either
We know that we will burn out and we know that we'll burn out our staff as well. And it's hard to be around martyrs. They're not a lot of fun.
We feel trapped in this. The system treats us like machines as if we are worker, we are not workers. We are not people. We are machines and we just have to keep keep our heads down and be as productive as possible.
But the idea that your worth Is really inextricably tied up in your productivity that you're constantly having to prove yourself, improve your worthiness through what you accomplish, what you achieve. That's the ethos of our culture,
but many people are starting to question that we're going through. What's being called the Great Resignation, , over 4 million people quit their jobs in August, September, and October.
And we probably haven't seen the end.
And that stepping back, people are stepping back to reevaluate their priorities. And even when we're working with causes and missions that are dear to our hearts at what cost are we doing that?
There's the outside, larger culture that prioritizes work over all things.
That treats people like machines, treats us like we're expendable, but then there's also our dedication to the causes that we work for
This summer. I read a book called Work Won't love you back: How devotion to our jobs keeps us exploited exhausted and alone by Sarah Jaffe. And the book, maybe didn't quite live up to its self-help title,
but she explores how the belief of following your passion and the quote that often gets said that if you love your job, you won't work a day in your life.
That that has led us down a path of being easily exploited. She examines, the eroding working conditions across industries and the unionizing efforts that are combating them, including in the nonprofit sector. And we're certainly not immune from these trends. And in fact, I would say that as a sector, we have may have already had them embedded in how we work long before anyone else.
We've been doing more with less. We've been putting up with broken office furniture, slow computers, hand me downs that serve as obstacles to our good work. And then we also have this belief system that we almost always must put the mission before ourselves.
Fobazi Ettarh I hope I'm pronouncing that name correctly.
Coined the term vocational awe when talking about librarians. And when I heard about this term, and this was a term that I came across in that book, by Sarah Jaffe, it seemed very relevant to the nonprofit sector more broadly.
“Vocational awe describes the set of ideas, values, and assumptions librarians have about themselves and the profession that results in notions that libraries as institutions are inherently good, sacred notions.
And they're therefore beyond critique in a piece that resonated by with some discomfort among many in the. At re argued that vocational law directly correlates with present pervasive problems in the profession, such as burnout, under compensation, job creep, and lack of diversity. How can the devotion to positive ideals go wrong at rare rights in the face of grand missions of literacy and freedom advocating for your full lunch break feels.
And tasked with the responsibility of sustaining democracy and intellectual freedom. Taking a mental health day feels shameful. All that vocational awe is easily weaponized against the worker.”
And I would pause it that the, uh, the rest of us in the rest of the nonprofit sector suffer from that same vocational awe in the face of
insert your very important mission.
Advocating for your full lunch break, feels petty or taking a mental health day feels shameful. How has, how has that vocational awe being weaponized against yourself and the end, your staff and your organization?
Unfortunately, so much of the literature around self care, or maybe just the way it's been described in the general media has been posited in our US culture, as an individual need to integrate into your life.
Like so many things, the onus is put on the individual to create the conditions for themselves and to thrive. But what can you do at your organization to make it part of the culture, the policies, the way leaders, model behaviors they want for themselves and staff? to create guardrails for everyone, rather than relying on individual staff, people to center their self care?
Leah Reizman. another study that I thought was interesting did a study of consultants, a nonprofit consultants for her doctoral work, and found similar patterns. One of her findings was that contrary to stereotypes about consultants. Most nonprofit consultants had their client's best interests at heart and took time to customize their work, to fit the context of the clients that.
But with this consultants often, often subverted their bottom lines and engaged in what she termed “moralizing money” in which consultants often gave more than what was contracted. Allowing scope creep to happen and modifying fees to fit the needs of clients instead of prioritizing their own needs. Their identification with the causes they support made it harder to charge their full fees. And for all of the work that they did on behalf of the organizations.
This struck me as just a continuation of that similar dynamic of the individual sacrificing for them. Accepting low pay, accepting long hours accepting, difficult working conditions, but could there be a better way?
As you think about your work in 2022, I invite you to consider the possibility of putting the people in your organization First. Creating organization, organizational cultures, that center humans with humanly possible workload. Cultures that create thriving instead of burnout.
And this might start by actually deciding as an organization, not just as an individual, to do less instead of working from your mission and your vision.
First, what if you were to start with, these are the resources we have. We have this many people. We have these many staff, these many volunteers, we have this much in our budget, this much in our bank account. What can we reasonably accomplish with those resources that move our mission forward, but does not sacrifice your staff or volunteers along the way?
This may seem simple, but in many ways feels radical to say. What if we did less?
I you leave you with the intentions that leaders who gathered from my recent nonprofit leadership round table had for their 2022s, they want to model healthy behaviors, encourage a happy and healthy, well supported staff.
One person saying if I take care of them, they take care of the mission. Letting go of the small stuff, prioritizing relationship building and advocating for manageable workloads.
I hope you get some rest over the holidays and plan now how you're going to integrate rest and rejuvenation throughout the rest of the year.
Thank you for listening to this episode. I really appreciate the time you spend with me and with my guests on other episodes. I will put links to the resources that I mentioned during the show in the show notes missionimpactpodcast.com/ show notes. And I want to thank Izzy Strauss Riggs for her support and editing and production as well as April Koester of a 100 Ninjas for her production support of the podcast.
If you enjoyed this episode, please share it with a colleague or a friend. We certainly appreciate you helping us get the word. I'm wishing you a happy and healthy holiday season and a happy new year. And thanks again for listening.
In episode 23 of Mission: Impact, some of the topics that Carol and her guest, Elizabeth Engel discussed include:
Elizabeth Weaver Engel, M.A., CAE, is Chief Strategist at Spark Consulting. For more than twenty years, Elizabeth has helped associations grow in membership, marketing, communications, public presence, and especially revenue, which is what Spark is all about. She speaks and writes frequently on a variety of topics in association management. When she's not helping associations grow, Elizabeth loves to dance, listen to live music, cook, and garden.
Important Guest Links:
Carol Hamilton: Welcome to Mission Impact, 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.
My guest today is Elizabeth Weaver Engel. Elizabeth is Chief Strategist at Spark Consulting where she helps associations grow. Elizabeth periodically writes white papers on topics of interest to association staff and board members. These white papers go in depth and provide interesting and actionable insights on the topics she explores. On this episode, Elizabeth and I delve into the topic of digital transformation, the focus of her upcoming white paper that she co-wrote with Maddie Grant. In our conversation we explore what digital transformation is and why it is important to associations. We also talk about some of the key differences between associations and for profit companies that most of the literature to date about digital transformation has focused on and the implications of those differences.
Welcome Elizabeth. It's great to have you on the podcast today.
Elizabeth Engel: Thank you so much, Caroline. We're very happy to be here. So
Carol: I'd like to start out with the question. What, what drew you to the work that you do? What would you say motivates you or what's your, why?
Elizabeth: You mean, like in the, in the largest sense of why, why do I work in associations? You're why am I in the nonprofit space? It goes back to when I was in graduate school. So initially I'd gone to graduate school at the University of Virginia. I was studying political theory. I was intending to be a professor of political theory. That's not really a job that exists anymore. Even back then that did that job didn't really exist anymore. Even 25 years. And so, when I, when I decided to bail out of the PhD program and do the terminal masters and I was graduating, and then I was like, okay, well now what and we were living in Charlottesville, which is lovely, but small lot of overeducated people running around there who don't want to leave. I was one of them And so I started looking for work in DC, the first interviews, God we're with for-profit companies. And I realized pretty quickly that I just could not bring myself to care about making the widget 5 cents cheaper than the other guy and selling it for 5 cents. More like I just. Did not care about that. And so I thought, okay, well, clearly non-profit industry is, is for me. And I started applying only for nonprofit jobs. Got my first job. I was applying both in sort of fundraising calls, oriented organizations and associations, got my first job working in an association, my first capital R capital J Real Job and never looked back.
Carol: It's so funny that you talked about being a professor and I sounds like you got a little further along that path than I did, but that was definitely my idea in college that I would be a history professor, but then I was working on my my final project not a dissertation, cause it was just a BA I don't know the big paper that I had to write at the end of my, at end of end of my degree. And I was doing some research in the library, in the big central library in Philadelphia. And reading these old magazines ‘cause I was doing a project on basically how women were being told how to be mothers advice to mothers at the turn of the century Germany. So I was reading women's magazines from the turn of the century Germany. I realized that I was, I had a mad dust allergy. So I was like, clearly my life's work needs to not be in archives. That's going to be a real problem. Yes. Yes. So, so being a professor, being a history professor was not, not going to be what I was going to be doing. So I had to figure it, figure out something else. And I did. My first job was with a for-profit company and it was When I helped out w w when, when, of course it was all clients, all comers, we were helping people get on talk shows and it was after that, there was like, no, if I'm going to be promoting things, if I'm going to be publicizing, if I'm going to be moving some cause forward, you know I want to have it be something that I believe in. So that's when I made the shift to the nonprofit sector. Yeah. Yeah. So one of the things that I really appreciate about your work is your generosity in creating free, very substantive, white papers on a variety of topics. And, and you've, I think maybe it's going back to that drive to research that originally would've been, would have been in that professor realm. ‘Cause you really go all over the place and, and, and dive into a lot of different topics. And I think actually, It's where we originally met because you did an interview with me as a per case study for one of your white papers.
Elizabeth: Yeah. When you were at NAFSA.
Carol: Yes. Yeah. So around design thinking, lean start up. Yeah. So, so how did you get started doing those?
Elizabeth: Oh, yeah. So that was yes, you are correct. This definitely relates to my interest in research and writing. And there's a range of length, I guess, Israeli types of writing, everything from tweets, obviously, of course, all the way up to books and the length that I always liked was the extended essay. Something that falls into that 25 to 40 page range where you can, you can really have an idea and develop it, but you haven't committed yourself to a 400 page book. And so when I was first launching star back in 2012 I was part consulting. One of the things that I was, I was thinking about is, okay, well I'm going to need to do stuff. To get my name out there. And, and I had already started doing some of that in the association world prior to launching the business. I had been really involved in training people for the certified association executive exam through ASAE. For like the period from right after I earned it myself 2004 through 2010, I was super involved with that and that got me started on the speaking track for ASAE and I, and I had had, and other associations and I, and I had had employers who were supportive of that. Even while I was, I was still an association executive working directly for associations myself and had been doing it association blog for a number of years at that point. And, and that was all great. Like I was enjoying all that planning to continue all of that and whatnot. But I was looking for something a little bit more substantive, I guess, or a little bit more something that has, has a longer shelf life, I guess that's, that's the best way to put it, right? Because if you're speaking at a conference, well, that's great for the people who go to the conference, but what about everybody else? Right. and, and blog posts tend to be somewhat ephemeral. So I was looking for something that would have a little bit more, more staying power to it. So it was a fall of 2012 and I got contacted by a state society to come and speak at their conference. And so we're talking about potential topics that I could cover. and did they want something that was sort of more, personal story inspirational or did they want them to be, it was a little bit more research-based and they, they said, all we know are, are. Opening keynote is going to be a little bit more of that personal story. So like, let's go with something a little bit more. Research-based we're bouncing some ideas around and I was like, well, look, what, what about this, this concept of information overload and, and content curation, and this is something that we're all dealing with. Both personally for ourselves and also as association professionals, trying to deal with our members and others audiences, you know? So what if I dive into that and look into that a little bit more and then, and then make the case for associations to begin focusing less on content creation and more on content duration. They're like, Oh yeah, that sounds, that sounds really interesting. So that ended up being the first white paper and I revisited that topic for the white paper that I turned out last year. Because so much had changed in the intervening eight years with regards to both the volume of information that we're dealing with, and also the association environment for doing content curation. But people are still interested in the topics. So I was like, Hm, I really need some updated information here and ended up revisiting that. But anyway so I, I went ahead and created that white paper for the event. And I, I will say I. Bombed at the safe society event. I have never bombed at a speaking gig like that before or since. But we did learn a very valuable lesson, which was that their audience really preferred, inspirational personal stories. But the thing that I took away from that other than, than, quizzing my, my potential. Speaking employers a little bit more closely about their audiences of what they really wanted was, Hey, this white paper thing is a pretty interesting idea. And I think this might be my thing, my thing that I'm going to create, that is that more lasting longer shelf life way of contributing to the body of knowledge and the association industry, which turned out to be the case.
Carol: Yeah. And now you have a, Oh, I'm going to have to wait a second. That changed something on one of the recordings and it started to give an echo. Yeah. So now you have quite the body of work yourself in terms of all of those white papers. And the one that you're currently working on is focusing on digital transformation. Could you say a little bit about what this is and why it's important to organizations.
Elizabeth: Yeah, absolutely. So, as you mentioned, there's now a pretty significant library. This is number 13, which I think is lucky. Yeah. And so, the, the topic, and, and as you mentioned earlier, it's across a really wide variety of topics. Because I basically look for something that, a major trend or something like that, that I think is either impacting or is about to impact the association industry, where I. I think that we're either not really paying attention to it the way we need to, or, or like with the blockchain white paper, it's something that's really nascent. When I have an opportunity to educate people about this or it's something where the existing literature and advice that's out there. Is maybe missing something and that's very much what was going on with taking on digital transformation. Digital transformation is not a new topic. This is something that organizations have been working on for at least six or eight years, in, in most cases. And so of course that, that immediately begs the question. Well then why, why bother right about this? Right? This is one of those cases where. In my view, the existing literature and advice and case studies and all that stuff that are out there about digital transformation or are missing something fundamental about associations. And that's actually part of the reason why I wanted to work with Maddie grant for this particular white paper. So, as you know pretty much all of my white papers. I worked with a co-author, we look to feature other experts in interviews within the white papers. We do case studies of organizations that are doing work in that area, et cetera. But, I matched my coauthor to my topic. And so, the thing that. Associations have not that that no one's been paying attention to for associations or writing about for associations is the issue of culture change with regards to digital transformation. So there's, one of Maddy's favorite sayings is digital transformation is culture change plus vendor selection. And the technology of culture change is, or of, of digital transformation is very important, obviously. But we do tend to have a little bit of shiny object syndrome and get very focused on the tech pieces of this. And, and we don't think enough about the culture change that's required in order to actually be a digitally transformed organization. And that's where the problem is for associations. The majority of the work. That is ecstatic about digital transformation from a for-profit perspective. That's why they miss that associations are unique. Our cultures are unique, are our relationships with our I'm making air quotes here. So people in the podcast onesies, but our, our customers are very different. A member of an association is not the same as a member of Costco. And all of the digital transformation work that's out there is about how do you deal with a member of Costco, not how do you deal with a member of an association? And so Maddie and I saw a real opportunity to say, okay, look, there's, there's good stuff out there about, you know the tech piece of this. And we do summarize a little bit of that in the white paper. There's good stuff out there about the techniques of this. Let's talk about what makes association culture unique. And then some of the kinds of things that you need to think about as an association executive in dealing with culture change in order to do that digital transformation to truly become a transformed organization, to one of the One of the, the experts that we spoke with for the white paper is a guy named Martin mocker, who a lot of association folks are familiar with the work of Dr. Jeannie Ross because she's been a speaker at some association tech conferences. But they write about digital transformation and the distinction that they make. And, and this is where the transformation piece happens. Is between being digitized and being digital and being digitized is the piece where, you're, you're grabbing all those shiny objects and you're doing exactly what you've always done, just using technology. So it's better in some way. And it tends to start with an internal focus. Like we're going to fix our internal processes and start. doing more, less stuff, analog and more stuff, digital internally. And then it works its way out into customer facing stuff. I remember facing stuff. But if you, if you want to be able to make the leap from getting some cool tech, let's do some stuff in a digital way that we used to do in an analog way versus. Becoming a transformed organization. It's, it's that leap to going digital that you have to make. That's where the culture piece comes in.
Carol: Well, you packed a lot in there. So I wanted to dial back to a couple of different things you talked about. Well, one was interesting and I'd love for you to unpack a little bit more about what you see as those unique aspects of an association and what makes them different from for-profit organizations.
Elizabeth: Sure and for folks who've been in associations for a number of years, this is all going to sound familiar, but it starts at the top. Right? Our relationships to our boards of directors are very different, first of all, plenty of for-profits are privately owned even though even those that are publicly traded that have a board of directors, their boards are very different than our boards. It's a very different relationship. And the board of directors of an association is much more directly the boss of the CEO or ED and the staff than happens in a for-profit company. So, it begins right at the top. The other thing is our, our, again - air quotes for the podcast folks. Our customers are members. They own the organization. If you're a quote unquote “member of Costco,” you don't have an ownership stake in Costco. Right. if you're, if you're an Amazon prime member, you don't have an ownership stake at Amazon, right? You truly, they're calling it a membership and that's all very lovely and it implies relationship, but you're a customer. And, and this is not to say that associations don't have customers. We absolutely do. But the membership relationship is what makes associations unique. And so, all of them. All of those pieces of the role of the board, the board to the CEO, executive director, the board of the staff, the members, how they relate as owners of the organization, all of this gives them a very different stake in decisions that the organization makes. And it also complicates the culture change picture because you have people who are not staff, but have a much greater investment than somebody who's. Stopping by your store to buy a book or whatever is in the organization. And so, that all has to be taken into account. When you're talking about intentionally designing your culture and then intentionally creating culture change.
Carol: Yeah. A couple of things come to mind there. You mentioned that you had interviewed me as part of that case study when I was at NAFSA and that's an association that's. Serves the international educator field. But what was, what was really interesting about that group? And I worked for a number of different organizations, different associations, and I'd never seen this before NAFSA. I don't know if it's still true today, but at least that the generation of members that I was working with would call themselves NAFSAs. And absence, like they've made a country they've made an identity about being part of that organization. So that sense of identifying with the organization, being part of it, being, seeing it, as I'm a member, I am part of this community. It is integral to how I think about my work. And I have some ownership stake in it. Even though I don't know that a lot of folks necessarily. Thought about it exactly that way. But they also, but in many ways they acted that way. They acted that they had that relationship. So, yeah. So super interesting about how, it can just, it's not just sending a check to get a membership, to get a magazine, when it, when it's, when it, well, honestly, when it's done well, right. When, when there really is that sense of identity and not just being a consumer.
Elizabeth: The reason that people associate is because they're trying to accomplish something that they have found either extremely difficult or impossible to associate on their own. So they're gathering with other people with similar interests. Well the very nature of trying to do that means that this has gotta be a long-term commitment, maybe not the rest of your life, but certainly, longer than making a consumer type purchase. And exactly as you, as you just express that can over time. Maybe not for everybody, but certainly for some people it becomes a part of your identity.
Carol: Yeah. And I also, what you were talking about made me think about just really any tech related project where you're trying to bring in something new, have people maybe use a tool, a new tool that will help them do the, hopefully, Obviously the idea usually is to help people do their job easier, better make things better for members for, for constituents. And at the same time folks get very focused on the technology. You get very focused on what are the features that we want, are we picking the right. The right vendor, are we picking the right software to do this job for getting that really what's way more important is after that decision is made, how are you helping people actually learn how to use the thing and integrated into how they're doing their work and, and accepted, adopted. And so it's not just this, shiny object you bought it. And then it's like, okay, now it's gathering dust. Well,
Elizabeth: and, it's, it's funny that you would use that example because that is a further illustration of the difference between a consumer relationship and a membership relationship. Right. if you think about it again, just as a sort of a regular person, your own experience, whatever, whatever vendor you like, that you, that you go to online regularly, they make a bunch of changes to their website and you're like, ah, I gotta figure out how to do the thing again. Like whatever thing it is you go to them to do. Like, I gotta figure out the thing again. Okay. Whatever association, I know that if we make significant changes to our websites and our members don't know, I like them, they're just gonna kinda shrug and be like, Oh, well I just have to, I have to figure out how to find the thing that I normally do here and whatever, it'll be fine. You know? My favorite example for that is like every time my, the, the airline that I usually fly that has where I have on my frequent flyer stuff. Like they make changes. I'm like, ah, crap. Okay. I'll figure it out. It's fine. Right. I don't call them up and chew them out on the phone. If I don't like it. If you do something like that for your members. They absolutely feel like they own the organization and they will call you up or email you and tell you what they think. Right. Because it's not just, Oh, the powers that be on high have done this. And I, the poor consumer, have no power in this situation. That's not it at all. Right. I'm a member. I'm a part owner of this organization. I have a say.
Carol: Yeah. And one of the things you talked about was the difference between being digitized and digital. Can you, can you say a little bit more again about what, what you see as the difference between those two and why that's important?
Elizabeth: Sure. And for people who really want to dig into this, I would definitely recommend that they check out the book. So I am getting the title of it right now. It is designed for digital, how to architect your business for sustained success. So that's by Dr. Jeanne Ross Cynthia and Martin Mocker who's the guy that we interviewed for the white paper
Carol: We’ll put links, we'll put links to that and the paper.
Elizabeth: Yeah. So the, the, the difference is going, B becoming digitized has to do with I'm taking analog functions. And I am now doing the exact same analog functions I was doing before only now I'm using technology to do them. So a great example of this is where I first started my career in association management. It was the mid nineties and we were doing all of our membership join and renew. Everything was entirely analog. Paper form, mail it in with your check to the lock box, the bank, kind of, deal. And yeah, mid nineties, right. That's pretty typical. We worked at associations and were sort of just venturing onto the web. We did have a website. It was your typical mid nineties. Brochureware so our, I arrive on the scene and I'm like, Hmm, I'll bet. Our members would like to be able to join and renew online. Well, let me, let me set up a test of this speaking of lean startup methodology, right. I just threw up a form that dumped all the information to an email. Yes. As a matter of fact, I was dumping unencrypted credit card numbers across the internet into an email that we then had to. Process, like we would print them out to the mall, to the lockbox for processing on the back end. So it was still a little analog there. But from the front end, from the, from the member's perspective, it looks quick digital. And so, that was, that was my, my test to say, Hey, like, nobody has this as a built-in feature of their association management system yet let's find out if it's worth building it. And in fact, it was like our, our members were very much people who wanted to be able to do this online. Then we had data. We were like, yes, we will pay to go ahead and build this because it's going to be worthwhile. But my point is that it’s becoming digitized. Right? We were, we had this analog membership program. We, now you can join and renew online, but it was, it's still the exact same membership. Like we weren't changing anything about the membership. We were just saying, Oh, well, instead of. Mailing in your form with your check to the lockbox, which by the way, you can still do if you want to do this online with your credit card and be fancy and fast, we can, we can do that. Right. That's becoming digitized, becoming digital, has to do with a mind shift. it’s actually the construction specifications Institute story from the, from the the white paper, their, their crosswalk platform illustrates this pretty well. It's about shifting your mindset to say no. What we are going to do is we are going to think differently about our members and our other audiences about how we interact with them, about how they want to interact with each other, being aware of what the technology enables at this point to create entirely new ways. Entirely new programs, products, and services, entirely new ways of building networks and relationships, entirely new ways of creating knowledge, entirely new ways of organizing ourselves, entirely new ways of creating group action that are digital from the start. That to me, that's the transformation bit because it, because you have to change your mind about all this stuff. It’s changing business processes as well, and it's changing product development and all that, but, and this gets back to culture, change, change. It's a complete shift in the way you think about things and view the world.
Carol: Yeah. And what I appreciated about that story. And, and if I can, let's see if I get it right. In terms of my summary, they saw a problem that all their members were having. The problem wasn't necessarily an in, in their work. So out, out in their world, not necessarily about how the association works, but how their members were doing work in the world with a whole bunch of other folks who weren't necessarily members of that association, but lots of different other types of professionals that their members had to work with and how they all had their own way of I guess one Version that everyone could relate to would be the multiple times. You have to fill out your medical history at every doctor that you go to. Right? So all of these different people were, were, were managing information, managing inventory in different ways and had different systems, different technology. So they didn't build something to take over all of those things, but they built a bridge. Building those, what are they called? APIs. Yep.
Elizabeth: Advanced Programming interfaces.
Carol: Yep. Right? So that translation to go back and forth between those different systems, which really transformed how people were doing their work in the field.
Elizabeth: Yeah. And, and honestly, I mean, this is something anybody who's ever done, any home renovation project could totally relate to this. Right. like, so construction specifications Institute, this is guidelines the, the things, the regulations that keep large-scale construction processes. And ensure that you have a good result on the end bridge that doesn't fall down a size skyscraper that doesn't collapse, et cetera. Right. And so anybody who, anybody who's ever done a home renovation project knows how this goes, right? You've got your general contractor that you've got a zillion subcontractors, they're all doing different pieces of the project. And they all have their own systems and their own processes and their own ways of doing things and, and all that. And, unless you are a crazy person and decide to act as your own general contractor, that's what your general contractor is doing is managing all of that for you, right? They're not telling the carpenter or the tile guy or the electrician or the plumber or whatever, how to do their job, or what processes they should use. They manage it for you. Well, CSI construction specifications Institute saw the opportunity to do it. Similar thing for large scale construction projects, where there's everybody from architects and engineers to, all, all of the other types of things that you would think about that would be involved in building something like a skyscraper or a tunnel or a bridge or whatever. And they saw an opportunity to create that shared platform for them to be passing information back and forth so that everybody can still use. The systems that make them happy and the programs that they like to use and can still manage the information internally the way they like to. But all of a sudden, we're all sharing it across this, this bridge platform where it cuts down on waste to time, it reduces risk. It cuts down on errors, and, and this has been it's, it's a completely different way of thinking because. Carol as you just articulated, most of those other players are not and will never be CSI members. But this is an opportunity to create something that serves the entire industry vertical soup to nuts.
Carol: What'd you say are some of the either misconceptions or mistakes that associations make when they. think, okay, well we need to, maybe we've started on some digitizing, but we really want to shift more to this larger transformation moving towards the digital process. Yeah.
Elizabeth: The most obvious one is the shiny object syndrome. Right. Like we noticed something going on and so we grab a piece of technology and slap it on there and we're like, we're, we're done. Yay. Go us. Yeah, that's, that's not gonna transform your organization. That's the thing to get you in the trouble that you mentioned earlier. Oh, and we had this great idea and if no one's using it we've, we've slapped some technology technological bandaid on a problem that we noticed and, and so I think that's one of the main challenges that we face is, you've got to think about this in a much more strategic way. One of the things that Maddie and I stress in the white paper is that you don't want to have a strategy for digital or a strategy for mobile or a strategy for social or a strategy for AI or whatever, right? Like you, you have your larger organizational strategy and you're looking for how to do things like mobile and social and web and AI and internet of things and data analytics and all that. Like how do they fit into and contribute to your larger organizational strategy. And so as I always try to do with, with the white papers, the final section of this is very much the, okay. All of this information that you've shared with me was lovely and interesting. And I see what you're thinking here, but like, what do I actually do? And so, and we, we lay it right out in a very clear series of steps. You have to start with assessing where you are, if you don't, if you, if you don't know where you are and where you're trying to go, any path is the right path and the wrong path. And you're going to end up in places that you had no necessary intent of ending up. So you've got it. You've got to know where you are right now, before you can figure out where you're going to go. And some associations when they do that, they're going to discover, what. We've got work to do on digitization. First, one of our other stories, the independent community bankers association was very much what my friend, her boss, who works there discovered when he, when he was hired, like we have to, we have to digitize first. Like there's some internal stuff going on here that we're going to have to fix before we can look to trains. Right. But because he assessed, he knew that. Then you got to move on to things like getting support resources. You need to look for strategic areas where all those digital technologies, social, mobile, mobile, mobile data analytics, all the stuff that I just mentioned could contribute, could help, could help fix things. You're going to have to take a look at what's going on with your legacy processes, because you may find yourself in that. Digitization work to do first before we can go digital. Right. But you need to, you need to take a look at that. Then you're going to have to, in addition to getting some sort of leadership support and financial resources, you're also going to have to assemble your team like Avengers unite, right? Like you've got to have Avengers assemble, right? Like you've got to, you got to get your Avengers together. And this is one of the Association cultural things. It's not just going to be staff. You're also going to need to be recruiting volunteers and rank and file members on to your team. Because that's one of the things that's different about our culture. Then you've got to get into that experimental framework and consider how this is all going to affect your culture and engage in that process of intentional culture change in order to get you to the ends that you, that you envisioned when you did that sort of strategic look and how can these technologies contribute to the organizational strategic goals we're already trying to achieve.
Carol: And one of the things that I think people have been advocating for for a long time in the association space, and then the nonprofit space more generally is really, making having staff and boards volunteers make more data driven, driven decisions rather than, Well, the last member who happened to call you and, and, and, and bend your ear relying on those anecdotes and what are, what are some of the key barriers that you see to really effectively using the data that or organizations actually already have?
Elizabeth: Oh man. How much time do you have, especially the TA. This specifically is the topic of one of my earlier white papers on evidence-based decision-making that I wrote with Peter household from Mariner management. Yeah, this is a challenge, right? Speaking of legacy systems this for associations is, is one of the big ones. And we actually talk about this quite a bit in the white paper, because, Consumer businesses would kill to get the data that we have on our members, because we have obviously, again, not with everybody, but for a significant portion of your membership, you have a very long-term relationship with those people where they've been. Doing all sorts of different stuff with you for years. And they've, and, and this is, this is actually born out in some of the, the other studies that we referenced, the white paper that have been done by community brands. But the other thing is our members are more willing to share their data with us. Austin. They are with most consumer brands because they trust us. And they are particularly willing to share their data with us if we're transparent about how we intend to use it. And it's clear that the reason that we're asking for this is in order to provide them with better service, better programs and products, et cetera. so we've, we've got a treasure trove of data. The problem is, one of the, the technology pieces of, of digital transformation. Is data analytics. And as an industry, we've been lagging on that. Some of that is because we have a lot of legacy systems that were built in, in exclusion of each other. And so they don't talk to each other particularly well. And if you can look at the history of association management, Systems and, for, for a while, there was this trend of, we're going to do everything in the AMS and we're going to build everything that is part of the AMS. Anything you could possibly think of, you might want to do with your members is going to be a module. Right. And we pretty quickly all realized that was a terrible idea. So, people went back to more of a, okay, so, we need to. Run conference registration. So we're gonna, we're going to get a best of breed conference registration system, and we need to run professional development. So we're going to get a best of breed learning management system, and we need to manage the content on our website. So we're going to get a best of breed, every content management system there, and, and realizing that it's, it's better to do it that way than to try to have this one mammoth piece of software that handles everything. But the problem is, those things don't always communicate with each other particularly well. So, back to it, we've got this wonderful treasure trove of data, but none of it's talking to each other and we have, have lacked the capacity to figure out how to make that happen. Now we're seeing even, even when Peter and I wrote the evidence-based decision-making white paper a couple of years ago, we're seeing more of a movement towards. Speaking of a crosswalk type platform, something that's, that's on top of all of those things and they don't have to talk to each other, they all just have to talk to this shared platform, and we're seeing that with everything from, actual business analytics tools to data visualization tools and, and so my, My encouragement to associations would be to keep going on that route, to keep, keep looking at those business information and business analytics tools, get educated about them, just dive in and pick one and find somebody on it. Staff, who's interested in learning about it, and just like, just start going and see what you can do and what you can learn and what insights you can gather. So that's that piece of it. The other piece of it is the questions, right? Because it's all just a big pile of data. If you don't know what it is that you're trying to find out. And so in the midst of finding yourself good data, visualization to want a good business information tool and finding somebody on your staff. Who's interested in learning how to use them and, getting them some training and setting them loose and all that. But like all that stuff is good. Right. You also want to think about what are the questions that we are trying to answer about our members and other audiences and what data do we need. In order to answer those questions. And so one of the things that Peter and I very much argue for in the data-driven decision-making white paper is spend more time on the front end asking better questions, because then back to that whole thing of our members being willing to give us data. If we know why. We want it. You'll have a better question that you're asking. So you'll be asking for more targeted data with a clear, this is why we need it, which means people will be more willing to give it to you. Which means you'll be able to have a better answer to the question because you'll be operating from a fuller picture of what's going on.
Carol: Well, and that all goes back to, strategy from the beginning of thinking about, where, where, where are you right now doing that assessment. And, and maybe you need to go back and do your homework and, and, and do more digitizing, maybe work on your data, silos, those kinds of things. Before you can really shift into transformation. But, really having that assessment of where you are and then working together to figure out what's the vision for where we want to end up.
So I'd like to shift gears a little bit at this point. And I always like to ask, I have a box of random ice - they're not random because they wrote them all, but I randomly picked them out of the box of icebreaker questions and always like to end the podcast with one of those. So, I was about to ask you, if you could write a book, what would it be about? But you told me you didn't want to write a book. So I won't ask you that one. So who in your life inspires you to be better?
Elizabeth: Ooh, that's a good one. So many people and now I'm going to have to pick one. This is good. This is going to be trite, but that's okay. It's, it's probably my spouse. So He, he historically has believed in me way more than I believed in myself. The perfect, the perfect story of that being, when I, when I was first thinking about starting the business, I, at the time I wasn't thinking about starting spark consulting, I was thinking about it was time to move on to a different association job. Yeah. It's not there. Yeah. I got my resume to go on talking to people and meeting with recruiters and submitting resumes and whatnot. And, as I'm starting to tell people in my network, Hey I think it's time for me to move on. The almost immediate response from everyone was, so you're gonna start your own consulting business. Right. And I was like, Oh no, I was going to go work at another association. And so finally I was meeting a friend of mine who is a recruiter for lunch. And I said, Hey, We're going to move on and she's like, okay, so you're gonna start your own consulting business. Right. And I'm like, you're like the 10th person who's asked me that. Could you please tell me what I'm seeing or what you're seeing about this whole situation that I am missing. And she did, she did. She laid out some really great advice for me and everything. And I was like, Hmm. Okay. I really thought about this a little more seriously when I came home that night. And we had friends over for dinner and, we had a nice dinner and we're cleaning up whatever, and it's like time to go to bed, you know? So as we're getting to bed, I say to him, I'm like yeah, I had lunch with my friends this afternoon. And I'm thinking that maybe I want to start my own business and he looks at me and he's like, I think you'd be great at that. You should totally do that. And it turns off the light and I'm like, this man believes in me. Right. If he, if he believes in me to this level, I need to believe in myself to this level. And that, that level of confidence in me and confidence that I'm going to make the right decision and do the right thing, inspires me to make sure that I do
Carol: Awesome. Well, what's, what's coming up for you next. What are you excited about in your work?
Elizabeth: Getting this white paper launched. So yes, for the, for the, the listeners of the pod it is going to be coming out right around June 1st. So we're, we're very excited about that. And then Carol, as you mentioned, it's freely available you don't even end up on a mailing list. I mean, you can just have it, like, I don't, I don't collect your data or anything like that. You can, you can just have it. So definitely getting, getting that launched and also watching the association industry begin sort of poking our heads out post pandemic. This is no great secret, but for a lot of small consultants 2020 was a pretty rough year because associations very much went into hunker down and try not to panic mode. So for a lot of us. 2020 was a little challenging. Totally understandable. Right, when an association doesn't know what's going to be happening and they may even be having lay off staff, they're not looking to be hiring outside help. But I'm, I'm watching again, more associations start poking their heads out, Looker, looking around and start thinking about, okay, we're, we're moving into whatever the post pandemic is going to look like. And now thinking about some of this stuff that we just, for a year, like, We just we're in survival mode here, man. We can't think about any of these things. So yeah, I'm just, I'm looking forward to, to all of that. And seeing where we go as an industry because and this is, this is something we talk about in one of the other case studies in the white paper associations had to make a lot of changes, really fast. And that we, some of them were good choices and good changes, and some of them were less so, right. Like we did not have the luxury of sitting around and assessing everything and, like we had to move right now. And so I'm also really interested to see. See kind of, what's going to stick and what's not going to stick. I'm very curious about that. Yeah, so I'm, I'm eager to see how that all plays out too.
Carol: Yeah, I think that's going to be, I think that's what a lot of people are thinking about right now. And I'm asking the question of kind of, well, we, we, we suddenly, well, one, we suddenly enacted changes that perhaps a few people had been talking about for years and we'd been ignoring them and then overnight we had to do them But then, what do we want to keep? What helps us in terms of maybe being more efficient including more people. But then where is it really important? basically like working remotely or, and doing virtual events. No, where is it really important for people to be in the room together? And, my one wish if, if, if this can happen, it will be just amazing that people start being much more intentional about why are we getting all these people on a train, plane, automobile to come together and be together? And then the answer should not be to sit and listen to a lecture that they could have watched at home since that's what we've done for the past year. That could be the change that comes out of this for organizing patients and their, their convenience and meanings. I would be very excited.
Elizabeth: Yep. Three things related to that. Right? Number one, the whole thing of, anytime you're having a meeting, look around the table, think about how much each of those people is paid per hour and how long you got from there. And that is the actual cost of that meeting. Right. And we don't think about that enough, this flight-shaming becoming a thing. Right. We have to think about the climate impact of our travel, nowadays, I mean, that's, that's very much, much a thing. And there's the issue of being able to include more voices.
Carol: Yeah. All right. Well, thank you so much. It was great to have you on, and we'll definitely put links into the book that you mentioned, and to the white paper when it comes out and more generally to the rest of them so that people can have access to all that wonderful, all those wonderful resources that you've been producing over the years. But thank you so much for coming
Elizabeth: on. Yeah. Thank you for having me and, and, I made these for you also. Please take them.
Elizabeth: Thanks Carol.
Carol: Thank you.
I appreciate Elizabeth’s focus on organizational culture change if an organization is going to truly transform digitally. It is not just about shifting internal processes from analog to digital – it is really thinking differently about how you are using technology to support your mission – and that could have much broader implications than just improving internal processes. Any one who has worked on a technology project knows how easy it is to get caught up in worrying about making the right decision about what system to choose to achieve your goals – whether it is what fundraising software, what customer management system or what team collaboration tool you are going to use – and then what vendor will be the right one to properly service the system. But even if you make the ‘perfect’ decision if you do not bring folks along with you and consider the changes from their perspective, you may find that they do not see the change as the wonderful innovation or improvement that you do. Have you given thought and time to think about how a group will adapt to the new system? What it will mean in terms of their day to day? Can you find a few champions who will lead the way and demonstrate its value to those who are reluctant to jump in? The objects are a lot less shiny when folks won’t use them and they do not end up solving the problem you thought they would – not because the tech can’t do it -but because it is too much hassle for your teammates to take the time to learn the tech and it not an urgent need for them. This past year demonstrated just how quickly people can learn new technology such as Zoom when it is a burning need. So it is not really about whether people can – it is really rather – is it important for them to do so? If not – how can you help them see the importance?
Thank you for listening to this episode. It’s an honor for you to spend this time with me. You can find the links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for their support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed this episode, it would be great if you would share it with a colleague or friend or on social media – please tag us if you do! We really appreciate you helping us get the word out.
In episode 21 of Mission: Impact, some of the topics that Carol and her guest, Andy Robinson discussed include:
Andy Robinson provides training and consulting for nonprofits, businesses, and government agencies. Over the past 25 years, Andy has worked with clients in 47 US states and Canada. Since the pandemic began in March 2020, he has designed and facilitated 70 online meetings, webinars, and remote workshops covering a variety of topics, including fundraising, board development, marketing, leadership development, facilitation, and train-the-trainer programs. Andy is the author of six books, including Train Your Board (and Everyone Else) to Raise Money, www.trainyourboard.com. His latest is What Every Board Member Needs to Know, Do, and Avoid. He lives in Plainfield, Vermont.
Carol Hamilton: Well welcome, Andy. Great to have you on the podcast.
Andy Robinson: Thank you for inviting me, Carol. It's good to be here with you.
Carol: So just to start out, I like asking the question of all my guests of what drew you to the work that you do, what, what motivates you and how would you describe your why?
Andy: So you're looking for my origin story in this work.
Carol: Well, I mean, it could be a more recent version of that, cause I'm sure it's evolved over the years.
Andy: All right. Well, for those of you who are listening, but not watching, I'm an old guy with a gray beard. And my, my origin story goes back to 1980 when Ronald Reagan was elected president and I was fresh out of college and I didn't know who I wanted to be when I grew up or what I wanted to do. And I was a little stunned. I was like, what, what happened here? What do I do? And so I was casting around for something to do, and I opened the newspaper and. I looked in the classifieds and there was a job title called activist, and I thought, huh, that's interesting. What does that mean? What do those people do? And I applied for this job and I was hired and it turned out what I was doing was door to door canvassing. So I was one of those nice young people who came to your door and knocked on your door and told you about an organization. I had a conversation, asked you to give money. And that was my entry point into the world of nonprofits. And I think also the worlds of social change, social justice and community organizing. So what. Moves me now is what moved me then, which is the desire to create a positive change in the world and looking for tangible ways to do it. And for the last 25 years, I've run my own consulting practice as a trainer and consultant and facilitator. And I work with groups on planning and fundraising and facilitating meetings and building leadership and some of the stuff that you also do, Carol.
Carol: Yeah. It's interesting that you talk about that period right after college. It took me a little bit longer, but my first job that I got was working for a company that helped people get on talk shows. And so I found that I was actually rather good at writing the publicity and PR for folks and decided that I wanted to apply that skill to causes that I believed in. So that's what prompted my shift into the nonprofit sector.
Andy: This is sort of hilarious, cause you've recruited me to be on the talk show today.
Carol: Yeah, I've come full circle, I guess. So you said you, you've been in business for a long time and before that obviously had a long career in the sector and well, all the entire career in the sector, but in, in different roles. And you've said recently that you're shifting now into semi-retirement. And intentionally stepping back, taking shorter gigs. What's, what's your intention in doing that?
Andy: Well, there's three or four things. It's, it's a, it's a lovely question. The first thing is my own. Sustainability energy. One of the pleasures of working for yourself is that you work for yourself, but one of the pleasures of working for yourself is that you often never stop working. So I'm one of those people. Who's often at my desk at 10 o'clock at night, responding to emails that I didn't get to during the day. And I'm, I've reached the age where it's time for me to dial back my work so I can have more fun though. That's one answer to your question. The second answer to your question, and this slides us into the topic of succession planning. I have been helping and supporting other people enter this work for a number of years as facilitators and trainers and consultants. And I helped to lead a university program on this and then. I'm an informal coach to a lot of people who are entering into supporting nonprofits and, and, and the work that meets. So 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 those out to other people or jobs that I don't get any more. Cause 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 want to 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 they'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. So that's my current thinking and I'm spending more time having fun. I'm, I'm hiking out in the woods and I'm cooking good food and I'm spending time with my spouse whom I adore. And I still have enough work to keep things going. And that seems like a good balance right now.
Carol: Yeah. And a couple of things that you talked about you've worked with other leaders on succession planning. What do you think other nonprofit leaders could, could learn from your approach and how you've been doing it? It seems like you've been very intentional in how you're approaching it, which. I don't think it's particularly actually very well supported in our culture.
Andy: Well said. Well, I wanna, I wanna frame this two ways. One of the things I've done with organizations over many years is strategic planning, which is also something you've done a lot of. And one of them, I have a couple of favorites. Planning questions. 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 workflow of your organization is no longer necessary? Like, what's your exit strategy right now? We should acknowledge 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? And we spend some time chewing through because it might be a generation or two generations or three generations, right? Depending on the organization. Then I say, are you going to be here for the victory party? And of course, everybody laughed and said, no, I'm not going to 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. So, this is not this optional thing. If you don't have a succession plan, excuse me. If you're not building leadership, as you're building your organization and doing your work and changing the world you're failing. So that's a little aha for people. And I wanted to apply that same thinking to myself, you know? So there's an old thing that people might remember if they were Scouts or they learned how to backpack, you're supposed to leave the campsite in better shape than you found it. Like if you show up at the campsite and there's trash, pick up the trash, when you, when you check out, take the trash with you, don't let somebody else deal with the trash. And so literally I am trying to leave the campsite. In better shape than I found it. And I feel like the way I can do that is by handing off and supporting, and training and building other people who are coming in behind me. And I will tell you, I have, I don't know the number there's at least 50 and probably more like a hundred different peers that I interact with over the course of a year, in terms of sharing jobs, trading notes, doing referrals. Picking each other's brains. I mean, I have an amazing network and that's what sustained me for all the years. I've been self-employed as all these lovely peers who are generous to me and I aspire to be generous to them. So if I can help people do that for themselves. And built that peer network and what a gift. Right. That's beautiful. So that's my intention here and I will do it imperfectly, cause we all do everything imperfectly, but so far so good.
Carol: So what would you think? What, what, what are some ways in which inside an organization, a leader can, can start to groom that next generation.
Andy: Yeah, well, once upon a time I mean, I've done webinars on this topic and, I could probably rattle off 10 steps. I don't know that that's a lot, but I'll throw you two or three, which is one thing you should do is look at your task list and try to hand 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 menial 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 of things. That's one idea, second idea. And this speaks to the facilitation work that you and I both do is when I'm building an agenda and I'm figuring out who's going to lead. What section of the agenda. I want multiple people leading different parts of the agenda because the ability to. To run a meeting, to facilitate a conversation is a leadership skill. So I am currently chairing a board and I had a board meeting last night. So this is top of mind. And as I was building the board agenda, I had about, I think, five different people leading different parts of the meeting. And so that's a second idea if you're actually bringing groups together, share the power within the group so that you have that agenda where people are. Taking turns, facilitating and leading and, and building the conversation. The third one is one that I've touched on already, which is 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. And so part of it is accepting the fact that other people do things they think about. Problems or challenges or opportunities differently. They approach them differently. That's something that should be embraced by leaders, as opposed to we have one way we do things here. So those are some ideas. I mean, I kicked this back to you. I know you think about this. When you're advising leaders on succession and distributing power, what tips do you offer?
Carol: Well, it's interesting that you talked about delegation because I think people think about that. That's an obvious one, but yet folks struggle with it for so much. And I think it goes to the last point that you've talked about. And I've been in situations where I've dealt with things delegated to me. And the leader has told me explicitly that, that, no, you, however you approach it is great until I stumbled upon the way that they actually wanted me to do it. Yes. And I think it's not even conscious on their part. Right. It's not their, their conscious intention was to hand this off and let me run with it. And then, I approach it differently and, and it was like, Ooh, well, wait a second. Not so much. And I think you can then ideally you then have a conversation to figure out what's the middle ground between the two. I don't know that I always handled it that way. Because I think my perpetual lesson that I've had to learn over and over again is indeed that people do things differently than I would do.
Andy: if you've done any anti-racism training, anti-oppression training, one of the first things they talk about is the difference between intention and impact. Sure. Right. And often we have very good, positive, sacred, Holy high-minded intentions, but we're clueless about the impact we're having on other people. And this is one of those examples. It's like, My intention is to give this job to you. But the impact I'm having is I'm micromanaging you while you're doing it. I'm just doing that. So, I mean, I have a mental way to do this, which is I would have people imagine there's a spectrum. And at one end of the spectrum, I'm pointing to my left are people who are really good at empowering others and supporting others and delegating. That's one of the ends of the spectrum. The other end of the spectrum pointing to my right. People's responses, the heck with it. I'm just going to do it myself. It's easier to just do it myself and full disclosure here is I live down at that. Right, and the second end of the spectrum, my default button is, the heck with it. I'm just going to do it myself. It's easier. And what's interesting here is I have spent an entire lifetime trying to move myself down that line to the opposite end of the spectrum. Getting myself out of the way. So, I mean, I don't know if this is today's topic, but I will touch on it. I carry a lot of privilege. I'm an upper middle-class, white, cisgendered, straight male. I have an Ivy League education. I'm able-bodied. I mean, I have all the markers. I have English as my first language. I am, I have all the markers of privilege and I feel like my work for the last several years and maybe the last decade is to shrink my footprint and take up less space. And because that's what that's, what privilege is, is you take up a lot of space that you're not even aware that you're taking up. So, and I'll talk about this in front of groups and, there's a chance to bring this into a training or a facilitation, and there's a moment to have this conversation. I'll have it, but one of the ways that I can delegate perhaps in an we'll use the word unintentional, but as a secondary way is to just take up less space, to speak less to. Shrink my presence in whatever way that looks like, because that creates space for other people to step in and embrace their leadership skills. So I am like the amazing shrinking man, but I still take up huge amounts of space, but I'm mindful of it. And I am checking that whenever I can. And 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? And how do you really underline that and embrace that as a, as a strategy and a tool?
Carol: Yeah. So one of them is just, let's say, you're, you're discussing a topic with a group and trying to figure out different ways that you might approach it brainstorming. And if the leader can take a beat and not be the first person to talk can be huge.
Andy: Yeah. And I’ve facilitated a couple of online things over the last year where I've had leaders say to me, I'm not, I'm going to say very little, I'm going to not speak first. I'm going to step back intentionally. This is not me telling them this is them coming to me and saying, FYI, if you see me being quiet, it's me stepping back. And my response is thank you. And if I, if I feel as a facilitator, I need their voice. I can call on them. And say, Martha, haven't heard from you yet on this, what's your thinking. And I can cue them when needed, but that's, that's a great level of self-awareness and I'm, I'm glad you brought that up.
Carol: Yeah. And there's some tools, I mean, for brainstorming, there's some tools that you can use to help everybody's voice get in the room. By just having people, write things down first, like, the classic sticky notes and, and now in the virtual space on something like mural or jam board and, before anybody says anything, allowing people a few minutes to get their ideas out onto the board and in some cases you can trace, who's had what, but most people, by the time they're on there, they're not paying that much attention to it. And so it gives space for people, all, all the folks who are participating to step in. And, and one other thing that you talked about at that rotating facilitation, which is a simple thing, I was in this past year I've been teaching folks how, how to facilitate effectively online. And I was working with an intact team walking through the program and then they were trying to think about, okay, so how do we actually, the classic challenge with training of how do we actually make this stick? How do we, that was nice, but we did it in your, in your session. How do we actually start implementing this in practice? And so we talked about them using it in internal meetings first so that the stakes are lower. And so when I had my one-on-one with their leader, one of the things we talked about, I was like, well, okay, so what meetings do you typically lead? And he always led their weekly staff meeting.
I was like, well, what if, what if you rotate that. And, the intention there was to make sure that everyone was practicing facilitation. But as you say, facilitation and leading a meeting, thinking about an agenda, how are you guiding the group? How are you guiding the conversation? What questions are you asking about self leadership skills? So just by that, by him stepping back and saying, no, I'm not going to be the default, in a weekly meeting that doesn't need to be me. Is an easy first step to take. Yeah,
Andy: I totally agree. And one of the things I'm noticing about all these zoom meetings is all the boxes are the same size. And if you're fairly skillful, I mean, my experience of Zoom so far is that the alphas who tend to dominate it's a little harder to do it in that environment. And especially if there's some good facilitator helping work the process the alphas are less alpha and. That creates an equity opportunity. So what's one of the things I'm appreciating about all these virtual meetings is I think they do level the playing field a little bit if you handle them properly.
Carol: Right. And again, it all goes back to how you're structuring them. And and, and I think it's interesting to also watch how some people who might not speak up then have access to the chat. And so, they may not be contributing verbally to the meeting, but they're contributing often very coherent and quite eloquent thoughts in the chat. So, there's, it just gives people different ways to interact with the group and contribute. Again, as he said, if you kind of. Position that well, so
Andy: Carol, can I bring some Shakespeare into the car? Sure. In many, many Shakespearian tragedies, there was a fool and the fool is the person who says to the King when the King is being a jerk and maybe he gets whipped or beaten a little bit, for the most part, it is their job to speak truth to power. And I feel like if you're a leader and you're thinking about succession, you need to designate somebody in your organization who will call you out when you're overstepping your boundaries and not be punished for it. So I think, I think every leader needs a full. Where they trust and love, but who will speak truth to them and say, you're overstepping here. Or you're, you're AWOL what's up. Or you really handle that one. You could handle that one differently than you did. And it takes some courage to have somebody who is your designated call you out person, and it doesn't have to be publicly, can be privately like, FYI at that meeting, you missed an opportunity. I want to share with you what I saw that opportunity was. So. Sometimes as the consultant, we fill that role. Sometimes our job is to speak truth, to power and name things that people don't want to talk about because they're difficult. But even if you had somebody like that within your organization who had that role and handled the Def that's a succession tool as well.
Carol: So what I think we've talked about this a little bit, but what are some of the mistakes that you've seen leaders make when, when. When they're thinking about their exit or perhaps not even not even thinking about it and then that broader transition that's, cause it's never just one thing. There's always a ripple effect. Yeah, it goes through the organization.
Andy: There's a guy named Don Tebbe. Who's written a lot about this. And one of his quotes is leading well is leaving well, or maybe it's the other way around. Maybe it's leaving well is leading well, it works either way. So first of all, we have to lift that up as a value. It's okay to leave well, in terms of mistakes. Oh, let us count the ways. I think a classic mistake is hanging onto them, you know? And I am I'm I'm right in the middle of the baby, boom, I'm boomer through and through boomers, we need to step aside and I acknowledge that maybe you haven't saved all the money you need to retire, or maybe you're having too much fun or maybe there's still work to do that you want to do. And that's awesome. And time to step aside, at least figuring out what that looks like for you. So one thing is just hanging on too long and it is, it is baked into the system, but the skills that one needs to start a company, a business, an organization to start anything is a different skill set that is required to build it to maturity. And it's few people that have both of those skill sets. So you and I have both. I dealt with this thing called founder's disease or founder's syndrome or founder itis. Right. And God bless founders, ‘cause we need them. They make stuff happen. They are amazing people, but founders sometimes leave trouble in their wake. So I think one thing we have to do is to be mindful of that as we're doing this, 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 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. And it's a different world. Would that be a second mistake? And I'll kick this back to you. I can come up with more, but I mean, what have you seen as the biggest challenge to succession? What gets in the way?
Carol: Well, one that was interesting. I was working with a group where it was that classic thing of the board members. originating founder, the founder was still on the board. some of the founding board members were still there. And I think part of the challenge, like, and the person, said that they wanted to step back, said that they were tired and they didn't, they wanted to groom new people and said all the right things. And again, behaved in the absolute opposite way of micromanaging staff and, and, questioning if a board, if the board made a decision then going around the board to undermine it when the, they didn't agree in those kinds of things. And I think what was as part of that challenge, and I think for many people is that for that person, it was so much part of their identities. That they couldn't imagine what they would be without leading that organization.
Andy: I came up in an era. I mean, again, my career started in 1980. I came up in an era where if you were working for nonprofits, especially these, heavily mission-driven nonprofits, the assumption was you were, you would bleed for the cause. And you'd come in early and you'd stay late and it was your life. And one thing I'm loving about working with millennials is they actually want to have a life outside of the office and an identity that's not connected to their jobs. And that's great. So I think the problem is, a generation that came up the way that I came up, which is your identity is your work. And your identity is the causes that you care about. And there's something positive about that. I mean, that's, that's commitment and that's powerful, but it's also destructive. So yeah, you're right. I think we have to have identities that are, at least we can separate from the work we do or the organizations we're involved with. Because I think the classic problem is people won't let go because their identities are tied up in the work.
Carol: Yeah. And then they feel, less than, or they don't, they're not useful or, they have no purpose without, without this work that they're doing. And I mean, I guess for me, I, I saw my dad struggle with that. He was the greatest generation and dedicated every minute. Of his working life to his working life. And just struggled when he retired or, it was in a system where you, you had to retire at a certain age. And because everything about his adult life had been wrapped up in that job. And watching the difference. And my mom was a stay-at-home mom, but she also shaped, like we. He was in the foreign service. So we traveled around the world and every country, she would get a new degree. So she entertained herself by getting degrees, taking care of us. But then like, but she was never as attached to those. I don't think in the same way, it's just, wasn't the same. And so for me, going into the workforce, I always had the, and my, my tagline for the podcast is how, how to be in the nonprofit sector without being a martyr to the cause. Cause I just think that martyr syndrome is just so toxic to our sector. And so I've always tried to think about, well, there's work. And then there, then it's not that there's like work in life. Like your work is part of your life, right? It's not that separate, but how do you kind of. Keep cultivating other communities, other networks and other aspects that you want to develop. I mean, I, I do know a lot of people through my faith community who are retired and I've just, I've seen some amazing transformations of, someone who was a lawyer who specialized in some incredibly arcane aspect of, Law who then after he retired and he struggled to retire, took him like five years from when he started talking about it to when he actually did. But then started taking classes, started taking art classes at the local community college and mean has become quite the, I don't think he was trying to become a great artist, but, but he's become quite accomplished and really enjoys that.
Andy: So exploring different aspects of yourself is as important I think. And, and I will argue that our greatest ex president is Jimmy Carter. He did, a lifetime's worth of work after he left the white house. Right, right. Amazing things, amazing things. And so, yeah, I mean, that's someone who had a third act or a fourth act, or however you want to count it. So, yeah, it's certainly possible to have a life after work. Like maybe you all have that.
Carol: Yeah. Yeah. I mean, I don't know. I've also worked with yes. And you named it, you named it. So I'll, I'll say it, the baby boomers who would be having conversations with me and I'm, and, just baffled with this baffled look on their face. So I just don't know where the leaders are going to come from. And I'm like, okay. I know when you started being a leader, you were like 15 years younger than me. In your career, but you don't think that I could possibly be in that role, you know?
Andy: So yeah. Yeah, that's right. I am carrying the shame of an entire generation.
Carol: Well, we will, we will require you to do that.
Andy: No problem. It's it's, it's, it's the old thing. It's, it's like men have to talk to men about sexism and misogyny and. White people about racism and boomers have to talk to boomers about letting it go. So here we are.
Carol: Yeah. Yeah. So since we've been at the end of every episode, I play a game where I ask one ice breaker question from this box of icebreaker questions that I have. So since we've been talking about, second, third acts, fourth acts retirement what's the last thing that you completed on your bucket list and not as soon as of course that you have a bucket list.
Andy: Oh, interesting. Yeah, we just bought an electric vehicle. Oh, wow. Yeah. From a neighbor. So we got a second hand Chevy bolt and I've been driving it for the last month and I'm learning all the bells and the whistles, but it's one of the things. And actually we had a We had a charger installed in our garage some time ago. And then we were going to buy another car. This is more detailed, but anyway I wanted to get an Evie and now I have one. So that was on the bucket list and it has been completed.
Carol: Excellent. Excellent. Well, when, when our cars die and we're waiting well, We're just watching them and they will die soon. That is on our list next to, to try to try to buy an electric vehicle. And probably we'll probably end up with a used one cause we ended up with a used Prius, so that'll be next. So, what are you excited about? What's coming up next for you?
Andy: We talking about work or, or fun, or where do you want to get?
Carol: Wherever you want to go
Andy: Well, I will say this next Thursday, which is the 28th, excuse me, the 25th. I am teaming up with my buddy Harvard, McKinnon, who is one of North America's great fundraisers. He's written many books. He's a lot of fun. And he and I are doing a webinar together called raising more money by asking and to answering better questions. And it's all about. Questions that donors think that you really have to anticipate and answer, but also questions you can ask donors to deepen the conversation. So for the fundraising webinar, it's sponsored by the sustainability network, which is Canada's national support network for the environment. And that's on the 25th. So people can track it down and go to my website, you'll see the information there. And so that's coming up and that's something I'm excited about.
Carol: This episode will probably be published after that happened. So will that be possible for people to access it after the fact?
Andy: It's a great question. I don't know. But I suspect if they go to the website for the sustainability network, which is sustainability to sustainability network.ca and poke around there, you may find it if not reach out to me and I'll put you on my list for future events, I'm doing lots of webinars and trainings. Someday I may actually go back on the road again when that's allowed. We'll see. And I look forward to supporting you in whatever way I can.
Carol: All right. Well, thank you so much. It was great talking with you this morning. Thank you Carol.
Andy: For inviting me. It was fun talking with you too, and have a good day, everybody.
In episode 20 of Mission: Impact, some of the topics that Carol and her guest, Elizabeth Scott discussed include:
Elizabeth Scott, PhD, founder of Brighter Strategies, provides thought leadership and high value organizational development consulting in support of a stronger social sector. Liz has provided consulting services in strategic planning, process-improvement, and human capital development for hundreds of nonprofits and associations. She has been a Baldrige examiner for the Commonwealth of Virginia and is a certified Standard of Excellence consultant. In addition to managing the practice, Liz holds a faculty positions at both The Chicago School of Professional Psychology and George Mason University. Liz holds an undergraduate degree in Sociology and a master’s degree in Organizational Sciences from The George Washington University, as well as a second master’s and Ph.D. in Human and Organizational Systems from Fielding Graduate University in Santa Barbara, California.
Carol Hamilton: Welcome Liz. It's great to have you on the podcast.
Elizabeth Scott: Thanks so much, Carol. I'm excited to be here.
Carol: So just to get started, can you tell people what drew you to the work that you do? What, what really motivates you and what would you say is your, why.
Elizabeth: Yeah, absolutely. Great question. So I think for me, there's a little Y and then there's a big why, and I'll start with the little why my undergraduate and most of my formative studies are in sociology and macro theory. And so for me, it's always been really interesting to understand why organizations. Why people, why groups behave the way that they do. And so that's been something that has stuck with me through my education, as well as, as I went into the workforce, particularly my first job out of college. And I wondered why do people work the way they do? Why is this happening the way it is? And then the bigger ‘why’ is, as I advanced in my career, I began to realize that the non-profit community, the nonprofits are such a, they're a fabric of our community and they touch everybody's lives. And in the nonprofit space, at least at the time when I started writer strategies, there weren't a lot of groups that were focused on building capacity in that space, particularly being here in DC, things tend to be a little bit more federal government oriented. And the nonprofit sector is huge and it really impacts the daily lives of all of us. And so I thought, could I combine the two, could I combine my passion of capacity building and development and nonprofit work. And I was really lucky and was able to do that.
Carol: Yeah, it's interesting that you talk about that, why do people work the way they do? I think that's what drew me to the work as well. I was already in the sector and I think so many people come into the sector wanting to work on some cause or some issue that they find really important. And certainly that drew me as well. But over time it was more. Thinking about the function of how people work. always hoping that they're doing good work, but thinking about the function and, and how to help them be more effective over time. So, yeah, I definitely, I definitely relate to that. Motivation. Yeah,
Elizabeth: we always talk about that. Our role as consultants is to help build internal capacity so that they can go out and do whatever that mission work is. And there are so many organizations that are doing really great things and, so our focus is on helping them shore up. Do you have the right people, the right planning, the right processes so that you can be sustainable, so that you can actually impact your community the way you want. And those are really important questions.
Carol: And talking of sustainability, you've done some research recently on nonprofit leadership and its intersection with the organizational code culture during COVID. What would you say are some of your key findings in that research?
Elizabeth: So we had the opportunity to partner with the center for nonprofit advancement. And we did a study that went out to 255 nonprofits here in the DC area. And what we found is that as COVID was rolling out and all of the murders that were happening over the summer and the racial unrest that organizations were really struggling [and] trying to figure out where their place should be. And so what we heard. Was that there was a substantial loss of funding for most organizations. They suddenly were in a position where they could not engage with clients the way they had done it before, nobody was doing virtual or. Doing in-person anymore because of COVID. So they were shifting their energies to think more virtual. Lot of them were completely rethinking their strategic plan. And on top of that, they had a lot of increased costs with trying to move programs online. And then you add on top of that, that a lot of them lost most of their volunteer base because volunteers tend to be in the older community. They weren't leaving their homes. They weren't being engaged. Those who were in the younger community suddenly had children at home that were homeschooling. They could not go out and volunteer and do what they had been doing. And so you add all that and mix it up. And what we found was that. Organizations were being impacted significantly.
And then on top of that, there was this huge gap of services. So when we did the survey, we actually found that organization saw an 80% increase in the needs that they saw in their communities. And that they saw that these were gaps that their organization and other organizations weren't able to sustain. And so, some organizations did get some aid, but the need is really outpacing the funding. And so that was a really interesting study. The full report is actually available in the center for nonprofit advancements website. So if anyone wants to go there and see some of the other pieces We also did a followup, a bunch of focus groups in January to get a sense. And that was a partnership with ACRA Alexandria to get a sense of what are people experiencing now, now that we're about a year in, and there were some really interesting findings there, particularly around the culture piece that you were talking about. And the first one was that people are still rethinking strategy and operations. So they've moved to virtual, but now they're beginning to think about how do we reintegrate when we go back to being in person, they're really concerned about low morale and trying to figure out how to keep people connected and looking for ways to support people during this time of uncertainty.
We also heard that fundraising is top of mind for people. Everyone is in need. Everyone is asking for how do we do this the right way without overtaxing or over asking? Staff in general, executive directors are a little bit burned out and staff are tired. They're emotionally exhausted. And so there's a lot of emphasis on self-care and building better support systems. And then I think to no surprise the conversation around racial equity is something that people are spending a lot of time talking about. So how do we send her race equity with our board? How do we center it with our staff? How do we think about how we're engaging communities in a mindful and thoughtful way? And then the last thing we heard was around governance. So all those volunteers that we talked about earlier sitting on boards, many of them have dropped off boards. They have been busy with their own lives and suddenly can not be as engaged as they want to be. So a lot of the organizations that we talk to are rethinking board governance. They're rethinking their overall strategy, rethinking recruitment. So there's a lot on people's plates right now, I think.
Carol: Yeah, absolutely. You're talking about struggling to keep that place whole then One of the things that, oftentimes during a recession you'll have that dual impact on nonprofits of increased need for their services and decreased funding and revenue, but it feels like. With this there's even more layered on top of that with the impact on volunteers, the impact on boards having to do your program in a totally different way. It's, it's even more so than what maybe organizations had. Might've been able to work through and, and be, be resilient through a recession or, or in the economic downturn in the past. And this being wholly different.
Elizabeth: Yeah. And I think of something you said earlier, you layer that on top of the fact that we're all now isolated and many of us are virtual. And so how do you keep a positive sustaining culture within your organization when. People are all over the place. And not only are people working from home, but they're dealing with homeschooling, they're dealing with elder care, they're dealing with lots of other personal life issues that are going to influence how they're able to show up on the job. And so I think that's important to note too. So this focus on. Self-care this focus on building morale on making sure that people don't feel burned out, that they feel valued, that they're contributing to the organization. I think those are really important elements and a little bit of a silver lining that we're having these conversations.
Carol: And how would you say what are, what are some things that you see are working in terms of organizations being able to address that morale issue?
Elizabeth: Great question. So what we've seen work really well are for organizations that have really ramped up their communication processes and organizations that have involved staff in these decisions. So we have a number of clients that are having regular touch point meetings with staff they're doing some of them are doing things like appreciative inquiry style workshops, where they're really trying to think about. What's good and what's working and how do we harness that? So they're using staff to brainstorm and to think through solutions to problems. We've seen organizations put together really intentional care packages. So things from, stipends, or we had one client that is in person right now. And so they partnered with an emotional support animal rescue. And so they're bringing the animals by on a weekly basis for staff to get an opportunity to hang out with them, to be able to sit with the dog, pet the dog for a little bit. So I think people are being really creative, but those that are being successful are doing it with intentionality and they're not doing it in a vacuum. They're there, they're involving their staff and trying to identify solutions for how to move forward.
Carol: That's so key because I, I, wait, in the, before times way before the pandemic was working in an organization where, there was a sense of like, we're really stodgy and we don't have fun. And so, the CFO decided it would be a great idea to put a foosball table in the, in the kitchen area. And that was a nice idea. And 2 out of the 80 staff would regularly use it. But it just didn't fit with the culture. People knew that they would not be looked well upon if they were actually playing foosball on work hours. So, involving staff and having a conversation about what, what works for us, what works within our culture, I think is super important.
Elizabeth: Yeah. And it's not all these things like foosball tables or, people try to do fun. Those are good. There's nothing wrong with infusing some fun into the workplace. But a lot of culture is really built off of what we value and how we behave and how we treat one another. So I think involving staff in these conversations that say, look, things are weird right now, and we're acknowledging that what do you need to be successful? How can we support you? I think having those more, what I'll call more real conversations as opposed to, Hey, we bought you a popcorn machine can be really helpful and appreciated by staff. At the end of the day, we all want to feel valued and we want to feel heard and. So organizations that are doing that I think are able to traverse some of the difficulties that we've talked about during COVID easier than organizations that are not putting time and intentional thought into culture.
Carol: And how would you say that organizations are dealing with that loss of the volunteer base? I mean, what have you seen, what steps have you seen organizations take in that direction?
Elizabeth: that's actually huge. What we've seen is that a lot of them are completely rethinking their programming and rethinking ways to engage volunteers. So I'll go back to the study that we did with the center, but we found that 56% of the organizations, and this was about October, November, timeframe had transitioned all of their in-person. Activities to virtual 62% created entirely new programs. So things they weren't even running pre COVID. And then another 25% started doing emergency in person programming, which was also not part of their original charter pre COVID. And so in all of those cases, being able to think about how we use volunteers in different ways. It's not just the socially distancing piece, but can we get a volunteer to run a virtual event, for example, as opposed to having a staff person do it? Or can we partner? One of the things that we've learned with virtual events is it's better to have more than one person on there. And so can we partner a staff person with a volunteer to help facilitate a support group for example, or a parent teacher evening or whatever it is, educational format or whatever it is that they're doing. So I think people are just being really creative, but they're also creating entirely new service offerings, which is interesting. There's a little bit of a silver lining there that it took a pandemic, but people are being really creative and that's a positive thing.
Carol: Yeah. I think the assumption that you can do things only in person or only online. I think after we go back to whatever, not back, but go to whatever the next normal will be. There's, I think there's going to be this heightened assumption that people can access things online, not having to travel and all of those kinds of things, when you're trying to do both at the same time in person and online is harder than doing one or the other. So that's going to be a really hard challenge, I think, that raised [the] expectations that people have.
Elizabeth: Yeah, I would totally agree with you. I think that we're not going to go back to being in person the way we were. I think we're going to end up being hybrid for quite some time. People's work habits have changed. People have realized that they can work in other environments. even in my own friend circle, I've had four sets of friends that have moved outside of the DC area and relocated because they've realized that they can do their jobs from anywhere. And so I think nonprofits are not immune to that. I think they've started to create new programming and I think some of that programming is going to stick. Obviously the in-person stuff is going to come back too, but at the end of the day, I think we're going to have this hybrid work experience and learn to do that, at least over the next two or three years. I don't know that anyone has that down pat yet, but they're working on it and I think people are smart. We'll figure it out.
Carol: Can you give me some examples of those kinds of new, new programming elements that people have developed?
Elizabeth: Yeah. one of the really creative things that we've heard is actually around fundraising. So a lot of people, a lot of organizations are dependent on an annual event, like a gala or a walk or something that is very in-person oriented. And a lot of the organizations. That we work with have been really creative about repurposing and reformatting those experiences. And interestingly, they've actually, for the most part made more money off of them because they're not paying for all of the, the hotel, the rental, the food, all that sort of thing. The trick there seems to have been to create a personalized experience for the donor. So some of these groups. Would mail care packages to people's homes. We had one client that did a wine tasting and they mailed the wine tasting to everybody. And then Somalia came on zoom and walked you through your personalized wine tasting and groups have music and other sorts of things that are happening in the background. So they're just thinking about how do we, how do we take what was in person and create meaningful value? In a virtual experience. And I think that outside of fundraising and operations, we're seeing that on the program side too. Right. So how can I connect with my clients in a way maybe we were doing in-person support groups. Well, now we can do them virtually and one client, by way of example, said that their support groups, which were regionally oriented tended to have about. Seven to maybe 12 people that showed up. Now those same support groups have over 50 people showing up because people are no longer tied to the geographic region. You want to go to the Dallas support group, but you're in Boston. Sure. Go for it. And so they've been able to reach more. People have more of a positive impact in their community, but do it in a way that has been innovative and creative.
Carol: Yeah, I've heard a lot of organizations talk about increased participation in the variety of events or programs that they offer simply because that, the, the commute time having to just be out of the office. All of those things are, are taken, taken away, or are no longer there. So it just makes it easier. The ease of entry is just there and in comparison to going to an event and committing not only to the time you're there, but the time on either end to get there and get back.
Elizabeth: Yeah, it's interesting. I remember a couple of years ago in the fundraising space, there was this huge trend to have events where you would pay to not go. it would be a fun run or something like that. And someone like me who's lazy would say, eh, I'll give you a hundred bucks. I don't actually want to run. So you were paying to not be involved in a way. This is another new creative way of thinking about. How do we engage people? How do we provide something tangible, but yet you're not actually going to an event. Right. But I think people are concerned about how much appetite will people have for virtual convening? And it's not just fundraisers, but it's also programming. And I think we're all feeling a little zoomed out right now. And so how many hours a day is it healthy to be on zoom and to engage in virtual dialogue with people? I think all that is still maybe a little bit of a question mark.
Carol: Yeah, I don't, I don't think it's an all or nothing. Right. I mean, and, and having to do it all the time. I had a particularly long day of zooming yesterday and I was just wiped by the abdomen and, and some people that's their reality all the time. Now I have the luxury of having a little more control over it. How would you say organizational cultures really need to do in order to, to adapt to this new reality?
Elizabeth: That's a good question too. I think that organizations are going to have to start thinking about work in different ways, and they're going to have to start thinking about how people communicate in different ways. So some organizations. Zoom is one thing, right? Some organizations were fast adopters of that. Other technologies like Slack or I'm sure there's lots of other mediums out there as well. I'm not extremely well versed in those, but the idea of thinking of how we communicate in real time, how we manage workflow. Having even things as simple as having all of your files be on the cloud. So people can access the same material that when we're editing documents, we're not working over each other, but working collaboratively with one another. So I think that as organizations continue down this path, having strong communication strategies makes sense, doing workflow mapping makes sense. How do we want to work together? What does that look like? I think revisiting strategies. Makes sense. So much has changed for a lot of organizations. The strategic plan that they put in place may or may not be relevant at this point. So a lot of the groups we're working with right now are actually looking at one year strategic plans, as opposed to the more traditional three to five-year plan, because they're really trying to think about how we get through the next 12 months. What does that look like? And we'll talk about beyond later. So I think just being flexible and revisiting the what and the how of how work happens is really important.
Carol: Yeah, going to that strategy piece. I think when, when people are in that crisis mode and you talked about all the different stressors that are, that are hitting organizations. And so it is, about, can we, can we get through, can we survive this? And when you're in that survival mode, I was doing a focus group the other day and was asking about trends in the particular field that these folks worked in, and they were talking and saying how ‘we're just trying to survive.’ I can't think long-term right now. And, we know that our brains just don't work that way. Like when you are in crisis, you are short, you do, short-term thinking. So, just accepting that reality, that where we are. That's where that organization is.
Elizabeth: one interesting thing that jumps out for me as you were sharing that. We had the opportunity to run a focus group. It's actually more like a large listening session with about 25 nonprofits that use a design thinking process to help them think about what partnership and collaboration in COVID looks like. And it was this really interesting dynamic conversation where people realize to your point, they can't go it alone. So if I am struggling. And you're struggling. Chances are we're struggling in different areas. So how can I support you? How can you support me? And so getting these organizations together to brainstorm and think about what might a more collaborative future look like, where could we partner and share resources. Share connections, share relationships, maybe even go after [some] larger foundation or larger grant money through a more collective collaborative pool. So having those conversations I think is incredibly powerful and it was really neat listening to the different connections that some of these groups were making.
And some of them were connections that you would think are sort of obvious, like, okay, we all work in early childhood education. So we could all band together this way. However, some of the connections were a little bit less obvious: people might've been in the same geographic region or they might've had similar funders or had similar interests in the business community where they could bring boards together to leverage resources that way.
So again, I think it's just another opportunity to be really creative. And mindful about how to do business differently.
Carol: Yeah. I love the point that you're making that, organizations may be struggling, but they're probably not all struggling in the same way and something is going well in the organization.
And how can they share that with others?
Carol: exactly. And you talked about communications. Can you say a little bit more about [the] organizations that are doing this well are really focusing on that. Can you say a little bit more about what you mean by that and how, if, if an organization wanted to spend more time focused on that, what they might do?
Elizabeth: I think it's about the organization and the people within it, having real time access. And all getting information at the same time. So making sure that everybody has access to information and resources that people understand what decision-making processes are in place around the information that's being communicated to them, that they understand what next steps are. One of the things that we talk about at the team level is something as simple as putting together a team charter that identifies communication protocols, who's responsible for communicating what we talk about to other areas or groups within the organization. So information it's like water, it's a waterfall, right? It should cascade from one group to the next group and it should go up through the organization as well as down through the organization. So I think groups that are doing this well, have an actual communication plan in place where they're thinking about who needs to know what, when, and they're transparent, they're not operating in silos or hoarding information. And some of that can be done through technology. Things like Slack, for example, gives you the opportunity to send information to everybody, as opposed to maybe an email where I forgot to include a name, but it's not just technology. It's also about behaviors and habits and transparency, which I think is equally as important.
Carol: Yeah, because oftentimes, organizations relied on informal processes that people didn't really think about how information was disseminated. May it may be a few key pieces where an email goes out to everybody, but oftentimes it was much more informal. Oh, you went to that meeting and then you stop by and see somebody. And, Oh, what, what did you talk about in that? What's going on with your team and you don't have those opportunities in a remote working environment to be able to bump into people and have those informal. So it all has to be much more intentional and much more explicit. And I also appreciated what you said about decision making, because that's, I think another area where there've been a lot of implicit norms that people have about how decisions get made, but there isn't necessarily a common kind of. Yeah. Explicit understanding of how that happens. Yeah.
Elizabeth: We've actually sat down with teams and done decision trees. Right. So this is a particular type of decision who needs to be involved, who needs to be communicated with whoever is the ultimate decision maker on this. And what's fascinating about doing that. I mean, it sounds like a boring exercise, but what's fascinating about that is you get three or four people around a table. They have completely different understandings of how a simple decision should be made. Right. And you realize these are things we don't really talk about in team meetings. We talk about the work that needs to get done, but we don't often talk about the process by which that work happens. And that brings me full circle back to my passion for sociology and looking at how that applies to an organization because the, how the work happens. In many cases it is much more important and impactful because you cannot have an impact or the impact that you want in the community. If you're not operating in a way that is sustainable or that builds internal capacity.
Carol: Yeah. And so that also brings to mind something that you mentioned before of workflow mapping and all of these things, if someone's struggling to keep their head above water, they're like, well, you don't have time to do all of this. And yet, investing a little bit of time in doing these things that can seem prosaic and boring can actually almost, get, get, get some of the static out of the system because people then have a common understanding.
Elizabeth: It reminds me of the manager who says I'm so busy. I don't have time to delegate yet. They're so busy that if they actually could delegate, they would be in a much less stressful position. It's sort of that same notion.
Carol: Yeah. Yeah. So at the end of every episode, I play a game where I ask you a somewhat random icebreaker question. So I know that you in addition to leading brighter strategies, you're a professor. So I thought you would appreciate this question. If you could instantly be an expert in any subject, what would it be and why?
Elizabeth: Ooh, any subject. Okay. So my husband has tried to explain how electricity works to me probably 50 times. And I get it. It's like water. That's what he keeps telling me. But I don't get it. I just do not understand. It's like magic. You flip a light switch on and it happens. And I just have never really understood hard sciences were never a strength of mine. So if I could be instantly smart at something, it would be understanding some of the hard sciences, understanding how things work so that I could have an actually a more intelligible conversation with him and others. When those sorts of topics come up. You bring up anything science oriented and I'm like, I have no idea.
Carol: So it's how things work versus how people work. Yeah. All right. Well what are you excited about with your work? What's coming up next for you and what's, what's emerging in the, in the work that you're doing.
Elizabeth: Well, I'm really excited about a new project. We have for February, for black history month, and then for March for women's history month, we have our highlighting clients and individuals running nonprofits here in the DC area that we're doing little biographies on them and the impact of their work within their community. So we have a couple up on the website. Site already for February. And we've got a couple more coming up in March and we're going to be continuing that throughout the year. And it's just a really awesome way to point out really good organizations doing great work with amazing leaders. So I would encourage people to check out the blog on our website and to read a little bit about some of the amazing leaders that are out there.
Carol: Well, we will put a link in the show notes to that. So thank you so much. It was great having you on the podcast.
Elizabeth: it was great to be here. Thanks, Carol.
My passion is helping nonprofit organizations and associations have a greater mission impact.
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