If you are like me, the end of the year includes some time to look back and see what you have accomplished. You likely set some goals at the beginning of the year. How much progress did you make them? And further and probably more important– what did you learn from the experience? I use four tools to help me prioritize taking the time to reflect on what I have learned from my experiences.
At the end of each day, I take a few minutes to consider the day and write down what I accomplished – my daily wins. Some days those wins are big – and sometimes they are really small – like cleaning out my email! But even after a day that did not feel super productive I can always come up with items to note that I got done. It helps me see the progress I am making. One small step after another – moving forward.
First I take 30-45 minutes at the end of each week to do a weekly reflection. My daily wins journal helps remind me what I did over the course of the week. The weekly reflection is centered around seven topics and I answer the same questions each week. I focus on vision, awareness, needs, feedback, core skills, action and results. I begin each reflection by looking at the intentions I set for the week and think about how things went. Did it go as I imagined? What was different and why? Often times I am setting intentions around how I will feel during a piece of work – confident in a presentation or centered while facilitating a session. You can download my weekly reflection worksheet here.
At the half-year mark, I take a few hours to review my weekly reflection notebook. What happened? What were the ups and the downs? What patterns do I notice over the course of months? What did I take away from the experience? I use this worksheet to capture my notes as I review my weekly entries.
Yearly professional learning plan
To take this six-month review one step further I create a professional learning plan for the year. What do I want to learn over this coming year? I start by taking stock of where I am. What have I learned this past year? What does my current situation require of me? What do I currently contribute to my field?
Then I think about where I want to be in a year. What is the next year going to bring for me? What challenges am I facing? What skills and knowledge do I need to do my job more effectively? Will an upcoming project push me in a new direction? What does the field demand from a successful professional? When I look back on this coming year, what do I want to have achieved?
How will I learn the skills I am aiming for? This may include formal professional development opportunities – yet it likely also includes taking advantage of informal learning. By setting intentions about what I want to learn in the next year, I am ready when opportunity presents itself. Here is a template for creating your own professional learning plan.
For example, a couple years ago I wanted to learn how to sketchnote. I bought a book, read about it, watched some videos. Now when I attend conferences, I go with a sketchbook and a couple colors of pens and I sketchnote each session I attend. My notes may not be super pretty or incredibly well illustrated but they help me remember the session. – They are also a great conversation starter for those at my table!
Give yourself the gift of reflection
In our go-go culture, it can be difficult to find the time to reflect when there are so many urgent things going on in the present. Yet the benefits are great when you take some time to capture your learning as you go. Make an investment in yourself by giving a broader view at the six month and end of year point. Give yourself the gift of some reflective time to support your learning!
At the American Society for Association Executive (ASAE)’s At Work conference in early October, I facilitated a session on cultivating a healthy organizational culture. When asked what they associated with the term organizational culture, participants had lots of responses. Values, communications, hierarchy and energy were mentioned most frequently. The word cloud to the left summarizes the variety of responses.
Organizational culture, as defined by Edgar Schein, is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems.”
While there are visible parts of culture such as dress code, the organization’s mission, work environment, policies and procedures and strategic statements, most of culture in implicit and not readily visible. It has to be learned. This could be through story and conversation or more powerfully by making mistakes that break unspoken rules and assumptions.
One organizational culture model
Human Synergistics International’s Organizational Culture inventory is a commonly used organizational assessment that uncovers an organization’s cultural style. They group cultures in three styles, including constructive, passive/defensive and aggressive/defensive. A constructive culture, in their model, supports achievement, self-actualization and encourages people within the organization to work cooperatively with each other. A passive/defensive culture encourages people to follow the rules, values dependability, solutions tend to be conventional and conflict is avoided. An aggressive/defensive style values people who vie for status and influence by challenging each other, by taking charge and compete with each other. This style also tends to celebrate perfectionism and long hours. Of these three styles, the constructive style (not surprising considering its name!) is the healthiest culture and is most closely correlated with deeper employee engagement and better organizational results.
What do healthy organizations do differently?
Having used this assessment with many of her nonprofit clients, Dr. Elizabeth Scott researched what nonprofit organizations that have a healthy culture do differently than their peers with less healthy organizational cultures. She found that these organizations take distinctive action in two major areas – people practices and employee wellbeing and empowerment. Some specific actions that they take include infusing fun into their work, focusing on self-care and work-life balance and empowering staff to carry out the mission on their own. In terms of their human resources practices, they see human resources staff as a partner, they engage in careful hiring, onboarding as well as off boarding when needed. They provide ongoing training and regular feedback and place an emphasis on teamwork.
Cultivating a healthy culture
I asked participants in the session what their organization was doing in the areas of people practices and employee wellbeing and empowerment. Some current steps in people practices that people mentioned include new employee welcome and mentoring program, a new idea generation group that meet regularly, every other Friday off, employee engagement surveys and committees, staff retreats and telecommuting options. For encouraging employee well being, people mentioned fun committees, culture committees, book groups, gym reimbursement, movie day and other wellness initiatives.
Intention & leadership support
What I appreciate about most of these ideas is that for the most part they are not costly. What they require is intention and support from leadership. Support for people to take the time to come together and plan fun activities as well as the time and permission within the culture for people to participate.
That permission is key. I have seen organization that have tried some of these things – putting a foosball table and other board games in the lunch room for example. Yet the culture valued quiet and the CEO was known to publically question people when they took a break. So very few people used the foosball table or the games because it went against both unspoken and spoken ‘rules” within the culture. Other examples include organizations that have elaborate telecommuting policies or flexible leave policies that few take advantage of because face time and being seen in the office is highly valued.
What of these ideas could your organization try? And if you do – how will you make sure people know they really have permission to engage! Does your organization’s culture need some attention? Inquire about a coaching call.
I was at a three-day training last week for the Standards of Excellence: An Ethics and Accountability Code for Nonprofit Sector. One of our trainers, Justin Pollock of Orgforward helped us dig into both the why and the how of each of the major areas of the code.
He posed two provocative questions set up our conversations – When XYZ is going well in the organization, what does that make possible for the people? And for people to achieve these results, what are the favorable conditions that need to be in place?
Getting caught up in the "thing"
Too often organizations and the consultants that support them get too caught up in doing the “thing” – whether that is strategic planning, clarifying the mission and vision or program evaluation – without stepping back and thinking what they are hoping to get from this work – or what they are hoping will be different.
By asking “when strategy and mission is going well in the organization, what does that make possible for the people? What does it enable staff, board and volunteers to be able to do better? What are the benefits?” first, you get at the hopes, aspirations and motivations for the strategy or mission work. And further by asking, “what do they need to know, have access to, be able to do and believe?” – in other words – identifying the favorable conditions for making progress in this area.
Putting it into action
What does this look like in practice? With strategic planning for example – what will be different when you engage in strategic planning? Too often people complain about an involved process that just resulted in a plan that sat on a shelf. When does strategic planning have real benefits for the organization? This could be in terms of the process itself – having time and space to dig into why the organization does what it does. This could uncover misalignment between stakeholders – whether board, staff, clients – on expectations. By uncovering these, they can then be worked through to bring people closer together in their understanding of the organization’s goals. When done well, the process helps the organization focus its resources, letting go of activity that is no longer serving the mission. It can serve to enable the organization to work on reducing the “friction” and “static” within the organization.
What are the favorable conditions to make these positive results possible? Favorable conditions would include having an inclusive and participatory process. If people feel like they are simply being told what the goals and priorities are by a few people within the organization, they may or may not be ‘bought in’ to the desired outcomes. Even if they are included in the process from the outset unless they feel like they can speak openly and honestly, they will just be going through the motions. A second condition that supports success is to have a clear pathway to translate large organizational level goals into team work plans and individual goals for the year. This will facilitate action.
Uncovering the why and the how
So the next time you launch into a large project, takes some time to consider these two questions – when we are successful with our project, what will it make possible for people in the organization? – to get clear on the “why” behind your work. Then consider “what are the conditions required to make our work go well?” – to think about the “how” of your project and set yourself up for success.
Need help with this. Inquire about a coaching session.
At this year’s ASAE Annual Conference, I moderated a session called, Walking the Talk of Change Leadership. At the beginning of the session, we asked audience members to write the questions they about the topic on index cards. We told one change leadership story then spent the rest of the session answering as many questions as we could. You can read an article about the session here. These were the questions we did not get to during the session.
1. Change in part takes a diverse board (gender, ethnicity, and age). How do you achieve that? “No more old white men boards.”
If you are not already doing so, implement and enforce term limits. Be proactive about publicizing the application and nominations process for your board. Get beyond current board members’ personal networks. Those networks will most likely be mirrors of who is already on your board. Create leadership development programs to train and prepare new leaders. Prioritize investing in emerging leaders who bring new perspectives to your board. And do not assume it’s only about emerging leaders – there may be leaders in your midst that you have simply looked past.
2. Why change? What we’re doing is working!
It is challenging to move any change forward if there is not any sense of urgency or recognition that issues exist. Consider helping those guarding the status quo to consider wider trends that could impact the organization. Or start elsewhere with a few allies. Start small and share successes.
3. How do you promote change and new ideas without current staff freaking out?
What are current staff freaking out about? What is it about the change that is upsetting them? Have you asked them? Is there something you can learn from their resistance? Can you iterate in way that addresses their concerns? Which ideas are low hanging fruit and could be implemented relatively easily? Share your early wins with those who are afraid of changes to demonstrate the benefits.
4. How to convince the board permanent staff is required versus volunteers?
Build the business case for the change. What is not currently getting done or done consistently with volunteers? What skills and knowledge are unique to your volunteer base? What would benefit from being professionalized? What will each group bring to the table to create a greater partnership? Who would benefit from making the change? What will the upsides be to making the shift? Also address the downsides so that those considering the change do not feel like they are being “sold.”
5. How do you manage the change as the change is happening?
Recognize and acknowledge to your staff that it may not feel like “management” while things are in flux. Even if things are moving fast, take a little time out to take stock and see where you are, where you have come from and what is coming next. Celebrate your small wins along the way.
6. How do you create energy for radical change when there is no crisis or chaos acting as a lever?
It is unlikely that you will be able to move quickly to radical change without a crisis. Consider where can you create energy for change, even if it is not yet radical. You might consider facilitating a conversation that helps the group consider the environmental trends that could spur a crisis if the organization is not paying attention.
I did a workshop recently on one of the most useful research tools in the design thinking tool kit – the customer journey map.
Mapping the Experience
Customer journey maps usually hone in on a specific interaction that a customer or member has with your organization. A variation on the journey map -- the experience map can zoom a little further out to see the flow of whole experience.
Capturing the ups and down
Regardless of the scale you decide to focus on, the journey map is essentially a blank flow chart that someone fills in detailing the steps they take to accomplish a specific task. Some examples include joining your organization or deciding to attend an event. The map typically include spaces for the person to note their actions, what were highlights and what are pain points.
Thinking, feeling, doing
Especially important is providing space for the person to note their emotions. You might ask the person who is filling out the map to name the experience stages the group the individual steps. Often it is important to capture the context for the interaction including the place, the environment and who is involved. Your goal is to capture what your customer is thinking, feeling and doing.
Be sure to allow customers to draw their own maps. You can then to look for insights from maps. Have your customers or members or participants tell you what theirexperience is rather than assuming you already know. At the same time, it is also useful for you to create a hypothesis journey map to note your thoughts about the experience you are investigating. You can then compare your version to the versions created by actual customers to see where you got it right and what differs.
Making the hidden visible
The journey map captures both the actions that the person takes as well as what is normally hidden. It prompts them to note what they were thinking at the time and what they were feeling. The emotional up and down of an experience will provide key insights into what aspects might need to be improved.
Case study: First timers
During the workshop, we worked on the experience of first timers at an event or conference and identified several pain points including:
What do you need to learn about your members?
You may choose to investigate other aspects of member engagement just as your members deciding to join, deciding to volunteer. What research questions do you have that could benefit from this tool? Download this template for your use.
My passion is helping nonprofit organizations and associations have a greater mission impact.