What does all this growth mean for us going forward?
Challenge: An education related organization had accomplished all the key goals in their current strategic plan. Over this period, the organization experienced substantial growth both in the number of clients it was serving as well as the scope of the services they were providing the field. With the increased staff strength, the board had become accustomed to relying on staff for direction and strategic thinking. The organization needed to assess the implications of this growth, ensure that there was alignment of staff and board in order to set direction and clear goals for the next 3-5 years.
Approach: After interviews with each of the board members, and external stakeholder interviews as well as focus groups with staff, I facilitated a one-day retreat with the board and staff leadership. The retreat focused on:
• conducting an environmental scan to identify key trends impacting the organization’s work,
• reviewing the themes from the interviews and focus groups and discuss their implications
• envisioning the organization’s future impact on the field,
• resulting in identifying two to three key strategic goals for the organization.
Results: The organization now has a new strategic plan with clear support from both the board and staff leadership. The process helped the board step into its strategic role. Board meetings now have time dedicated to focusing on strategic questions. Staff leadership was also able to recognize how some of their actions encouraged the board to rely on them. Thus they are now equipped to make different choices moving forward. They can be clearer about what is staff work and what is the board’s responsibility.
Are our board and staff focused on the right things?
Challenge: A local land trust organization had a regular good practice of conducting a board self-assessment each year. Over the past couple years, a few indicators created some concern. The group decided it would benefit from outside facilitation for its annual board staff retreat to dive into the issues raised in the self-assessment, including roles and responsibilities between board and staff.
Approach: In addition to the board self-assessment results, I conducted a survey of staff and board. My goal was to learn about the board’s current concerns and to understand the staff’s perspective on the organization’s current state. During the retreat, after a brief presentation on nonprofit life cycles, the group considered where their organization stood in its development. I then shared the themes from the survey and had the group discuss the implications.
Board and staff learned that they had more in common than they thought on their perspectives of what the organization needed to improve in terms of operations. It also became clear that the board was eager to stay at the governance level and focus on longer-term strategic issues. Through small group work, the groups considered its current initiatives and areas for future development and sketched out next steps. The group then gave each small group feedback.
Results: Through the retreat, the board and staff were able to open up conversations focused on roles and responsibilities that they had had some trepidation about addressing. The conversations revealed more agreement than individuals had expected. The group identified areas for growth and left with increased clarity on roles, goals and next steps.
Many of the leaders I work with say they want more work-life balance and to integrate greater self-care into their routine. Yet they struggle to make it happen. They preach it for their staff. Yet they laugh when it comes to making it a reality for themselves.
It’s way more than mani-pedis
The dominant culture in the US does not actually value self-care. While the phrase has gotten a lot of attention in the media recently, too often it is seen as an indulgence and somewhat frivolous. The protestant work ethic measures your worth in terms of your productivity. White culture – our dominant culture – values urgency and deadlines, perfectionism and individuality. None of these things are really the friend of self-care. The focus on the individual can favor “heros” who try to do it all themselves without help from others.
It's a marathon
So I advocate for no martyrs to the cause. Yes your ‘to do’ list is probably too long yet managing your work as if it is one sprint after another will most likely only lead to burnout. Trying to see change in the world is often challenging and sometimes demoralizing work. We need you for the long haul! Remember the long game, build in self-care basics for yourself and let go of the guilt about it.
As Audre Lord said, “Caring for myself is not self-indulgence, it is self-preservation, and that is an act of political warfare.”
Sleep on it
As I am learning from Matt Walker, author of Why We Sleep, sleep is the foundation of wellness. Not an “optional life style luxury” that we too often consider it. Per his and others research, sleep is not something that you can choose not to do today and catch up on later. Sleep deprivation (even a regular one hour less than optimal) has severe health impacts. Sleep is more like breathing – you wouldn’t say you’ll breathe a lot on Saturday to catch up! So give yourself a non-negotiable opportunity for eight hours each night
Basic Building Blocks
Exercise, healthy eating, mindfulness and connecting with the important people in your life are all core pieces to wellness. I appreciate this list created by University of Buffalo’s School of Social Work for encompassing holistic look at all the elements of self care. Generally self care is something that needs routines – it is about frequency and consistency rather than intensity. Very similar to how healthy organizational cultures are built.
Building it into your organizational culture
This resource developed by the National Center on Family Homelessness covers the topic from both an individual point of view as well as taking it to the organizational level. The strategies could be implemented by people working in a variety of settings, pursuing different missions.
Do as I do and I say
As a leader, if you are not modeling these behaviors, your staff are not likely to feel comfortable incorporating good self-care into their routines. This is not an instance when ‘do as I say, not as I do’ (and is there ever?) works very well. For yourself, for your mission and for those you work with, invest in consistent self-care. Remember you don't need to do it all right all the time. Take the assessment above and identify a few small steps to start taking better care of yourself. Good luck!
PS -- I write this to have handy as a daily reminder to myself!
Challenge: Nine new executive directors came together to create a learning community for conservation movement leaders. The group aimed to learn about topics related to nonprofit management, governance, institutional advancement, and healthy partnerships. While the group could pursue organizing the learning program by themselves, they decided they would be better supported by a facilitator who would create the content and lead them, working collaboratively with the group to create a program that met the group’s needs.
Approach: After interviewing each of the participants about their hopes for the program as well as the challenges they were facing with their organization, I worked with a planning committee to plan the monthly learning sessions. Each participant completed a self-assessment of their executive director competencies and drafted a professional learning plan to define their learning goals for the program.
During each monthly session we used half the session to dive into a topic and the second half for the group to participate in peer coaching circles. Peer coaching circles can take a number of different forms. To keep it simple, I set two basic ground rules for the time. Each person would present their challenge briefly and then the rest of the group would ask questions for a set amount of time. This process helped each person think aloud about their challenge and the questions from the group helped them consider aspects that they might have missed. This also provided the ‘questioners’ practice with being in a coaching stance, rather than jumping in with a solution. This was a useful skill for them to develop as they supervise staff. In between meetings, pairs met as accountability partners.
Monthly topics included organizational culture, staff management, board development, strategic planning, mapping organizational impact, and creating a organizational dashboard. We culminated the program with a retreat that combined time with accountability partners, focus on a couple content areas as well as topics identified through an open space process.
Results: Participants reported that they:
Felt less alone. “It’s lonely at the top.” This sentiment was expressed early on as the peer-learning network was forming. Being able to compare notes, share wins and challenges and get feedback from peers was invaluable. It helped those in the network feel less lonely as they developed a group of trusted colleagues to whom they could reach out in times of doubt and challenge.
Thought bigger. Several participants came into the program feeling confident about their abilities in running programs. They were unsure, however, about shifting to a more strategic level of organizational leadership. Through feedback from participants and others, they were able to shift their perspective and see how they could take their program management skills and use them as the foundation for their strategic work as executive directors.
Built accountability. For new executive directors, this may be the first time they’ve worked without a direct supervisor. To help each participant achieve their goals, they paired up with an accountability partner and regularly met to discuss their progress. This practice is grounded in research that shows that if you write down your goals you are more likely to achieve them. If you share them with another person and then check in with that person on how you are doing on your goals, you are even more likely to follow through. These pairings not only helped participants advance their work, it strengthened their connections within the network.
Want similar results? Inquire about a coaching call.
Here are three books to consider adding to your list:
The Art of Community: Seven Principals for Belonging by Charles H. Vogl
I was intrigued by the book’s subtitle since I am someone who moved a number of times over the course of my growing up. I spent a lot of time chasing that illusive sense of belonging. With the traditional forms of community breaking down and loneliness on the rise, more people are in the business of trying to create community. It could be an online community, a community of practice or a co-working space. Vogl describes the essential elements to build community including creating a boundary, initiations, rituals, symbols. While a bit philosophical, I found the book very accessible, enriched by stories illuminating the principals.
Reboot: Leadership and the Art of Growing Up by Jerry Colonna
I heard about this book from an interview that I heard on one of my favorite podcasts, On Being with Krista Tippet. Jerry Colonna is Tippet’s executive coach. His insights on what people bring to their work and leadership from what they learned in childhood and their family of origin were fascinating. Colanna considers growing up part of being an authentic leader, especially identifying and letting go of those “ghosts in the machine” that we learned growing up, drive our behavior but no longer serve us as adults. Learning to sit in discomfort, letting go of our illusion of control, and peeling back the façade of “everything is awesome!” I appreciate his insights into the human condition. Yet I was struck by how like too many other business books the stories he included were from people represented a rarified stratosphere of our society of venture capital and start up CEOs.
The Art of Gathering: How we meet and why it matters by Priya Parker
This book was cited in the Art of Community and since a lot of what I do involves group meetings and gatherings, it caught my interest. What I didn't know is that Parker is a facilitator so the book had particular relevance to my work. Yet the book ranges beyond work focused gatherings and includes what makes a good party or ‘happening’ tick. Like I have advised and then forgotten to follow my own advice, a good gathering/meeting needs a clearly defined purpose. She encourages you ‘not to be a chill host’ and to take leadership of your event, why it is so important to pay attention to meaningful beginnings and endings and how to move the conversation beyond the merely polite to healthy controversy. Whether you would like to make your next get together more meaningful or have an big work gathering to facilitate, you will walk away with a deeper understanding of how to make that happen.
Apparently this summer I am studying the “art” of things – since this shows up in each of these titles.
What’s on your reading list?
Emerging from Crisis
Challenge: A small watershed organization had survived a tumultuous several years after the death of its founder and long-standing executive director. During the founder’s tenure, the board had been a following, governance board. The board led by a new board chair had navigated many challenges including an unsuccessful merger attempt, theft by a caretaker at one of the organization’s properties and other problems. The board decided the organization needed to take stock and reimagine itself, making the most of the legacy left by the founder and rebuilding an organization to meet both today’s realities and live into a new vision its future.
Approach: I interviewed the board members and supported board members as they interviewed external stakeholders. Through the interviews, it became clear that the organization while it wanted to engage in longer range strategic planning it was only in the position to do short range planning. Most board members had been involved with the organization for years and many were burned out. Yet some found it challenging to let go and allow new leadership to emerge. Many had come on during the founder’s tenure and were not prepared to engage in the hands on work that the organization now needed from its board and it now had no staff. I facilitated a one-day retreat to help the group uncover what they had learned from their experience and think about where the organization stood in terms of the phases of development that nonprofits typically go through and what it meant for what was required from the board at its present stage of development.
Results: Over the course of the organization’s several years of turn around, the board chair had essentially been working part time for the organization without compensation. During the retreat, the board decided to make her executive director and pay her for her work. A new board chair was named. Several board members announced their departure making way for new leadership to engage with the organization. The board also set several short-term goals for the year.
Building Shared Leadership
Challenge: A well-respected state level education nonprofit decided to celebrate its 30-year anniversary by engaging in strategic planning to envision its future and set goals for the next 3-5 years. The organization had emerged from a challenging period in its history during which long-standing but no longer financially sustainable programs were sun-setted. The executive director who had been with the organization since its founding hoped to strengthen the organization’s staff and board leadership by increasing shared leadership. The board was small and the majority of it members are relatively new to the organization. The executive director priorities included considering whether the organization’s name adequately represents its work; how to build capacity within the staff and board for greater shared leadership with the executive director as well as longer-term succession planning.
Approach: I interviewed all the board members, external stakeholders as well as the staff. I facilitated a session with board, staff and a few external stakeholders that encompassed a look back at the organization's accomplishments over its 30 year history, considered the trends in the wider environment impacting the organization and reviewed the themes that emerged from the interviews. The group then discussed what implications the trends and themes had for the organization as it considered its future direction.
Results: Through the interviews a number of issues emerged including the weakness of the board. Through the feedback and discernment process in the first session, the board decided to take a break from strategic planning and focus on its own development. Six months later the board had recruited new members and taken steps to create more a sense of shared leadership with the executive director.
Need similar results for your organization? Inquire about scheduling a coaching call.
My passion is helping nonprofit organizations and associations have a greater mission impact.