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.
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