Author: whatifconcepts

Empowering those that inspire so they can excel at the work that matters.

You

If the members of the staff for a nonprofit are accountable to the Executive Director and the Executive Director is accountable to the board.  Who is the board accountable to?  You?  If the members of the board are really serving as a guardian of the public’s interest then the accountability for the board goes to the general public.  Too often the board is held as the highest authority, yet it is the collective will of the citizens that has the ultimate authority.  We should never forget that those of us who serve are temporary guardians of the public’s trust.  We are only empowered by the will of those we represent.

Church Bells

Visiting the small Italian town of Sassello I noticed that the church bells sounded on the hour but slightly offset in their timing.  Each church bell chimed in s progression, one after another.  Three distinct rings set so they did not overlap.  Resident in this small valley not only knew the time but which bell was being struck, instead of a cacophony of competing tones.

What does your enterprise do to make sure its unique message is heard by the desired audience without being lost in the noise?

Sacred

What is sacred in your organization?  I wonder this after having traveled to New York City for a couple days and wandered on my favorite paths in Central Park.  How did such a large tract of land become sacred and off-limits to development?  It would have been so easy to infringe on the edges, run a subway line above ground, or place more permanent structures throughout, but the park remains a bastion for nature in a world where real estates casts shadows on the very trees that add value to the apartments.
How do you preserve the sacred?  Is anything in your enterprise sacred?  Does what you hold sacred speak to your organization’s values? 
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Who You Need

You need the people who believe what you believe.  The ones who have signed-up for the journey.  If you post an authentic help wanted sign you will attract the those that are committed come rain, sleet, snow, or fire.  You do not need everyone.  Be very selective.

When I was a volunteer firefighter it was clear to me who I wanted to be with when my team was assigned to go inside a burning building.  I wanted those who made all the drills, the ones who were sensible among many distractions, individuals who brought their best and were not going to wander off in search of a higher profile assignments.  There were those who were notorious for freelancing and these were the individuals who did not believe what I believed.

When you go on a quest to fulfill your mission, who do you want on your team?  Have you written the right help wanted sign?  Are they ready to go?  

On Time

How important is punctuality?  If you are attending a meeting it may or may not be essential, depending on your role.  Catching a train in Switzerland being on time is critical.  What does it do to the moral of your team if there is a habitual late arriver?  Does it matter?  Do you notice a change in the chemistry of the group when a frequent later arriver offers a half-hearted explanation.  Or are you happy they attended?  Sometimes little distraction keep us from the most significant areas of focus.  If they are not addressed they can be the nail that loses the war.

Pledge or Arm-Twist

A colleague of mine received a letter on an outstanding philanthropic pledge payment from a campaign that had wrapped-up over a year ago.  Apparently the advancement office’s records showed the donor still owed funds even though there had been no communication in over two years. 

How do you remind your donors about pledge payments?  Do you send an annual letter with an updated status?  Do you make a call to discuss the donor’s philanthropic budgeting and planning?  Do you visit face-to-face?  What is your leading practice for communicating about pledge payments?

Lowest Common Denominator

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We are creating systems based on the lowest common denominator.  The act of a few on the extreme edges set the bar for the rest of us.  What if you showed more trust.  One CEO I worked with empowered his staff to ‘do the right thing.’  Sometimes this was producing tickets for a sold out show, extending a membership benefit to a lapsed donor who was befuddled by why they were not on a list, or just making sure an individual was recognized by name at the right moment.  Nothing revolutionary but it came with a sense of connection and compassion.  Where it would have been easy to say “no” or “sorry we cannot do that,” there was flexibility.  You cannot have a community without trust.  Would you join a group that was always asking you to prove your identity? 

How easy is it for those who want to access your cause to get where they want?  Can you enter and find your way?  If you have been to Disneyland walking down Main Street delivers you at Central Plaza from which you can access all the lands.  It allows everyone to have a shared entry experience but then you can customize by choosing the area that is most entertaining to you.  You are still in Disneyland but your experience can be unique.  Many causes try to route potential members, donors, volunteers, partners into separate entry experiences or they are dropped into Central Plaza and asked to customize but have no context from which to operate.  

Ask those who come to your cause how they arrived and get their feedback.  It is very likely that what appears like an appropriate entry (either physical or virtual) offers opportunities for enhancements and we all know the value of a first impression.

Can You Leave?

In college I had a friend who worked at a fitness store.  A couple owned the business and one of them was always at the front desk working the cash register.  If the store was open, you were sure to see one of the two behind the desk.  It was wonderful that they were the face of the store but they never got to leave.  Social sector enterprises that have term limits for board members need to be anticipate the rotation of leadership.  You cannot always have the same individuals in leadership (some try).  

How do you prepare for board rotation?  How do you establish a sense of purpose sufficiently enough that a founder might be able to let go?  Is you CEO able to go on holiday?

I Believe We Care

Seth Godin’s post about caring captures the essence of embedding the right people in a cause.  A school, church, hospital, and airline do not and cannot care about a person.  They are unable to demonstrate appreciation for loyalty and advocacy.  The people who work for the organization are the spiritual nerve center of the cause.  Stop getting mad at your favorite cause because it does not love you back or recognize your brilliance.  Get involved.  Become one of the face of the enterprise.  Be the ambassador that you wished had greeted you.  Would you yell at a garden gnome for not returning your greeting, it seems kind of crazy now that you think about it.  Causes will not embrace you but the people who believe what you believe can welcome you with open arms.  You have the power.