Social Sector

Can I or Should I?

Too often companies forget that just because they can do something doesn’t mean they should. Can is about WHAT you can do. Should is about WHY.

                                                                                         Simon Sinek
What filters does your enterprise use to decide what is the best course of action?  Are you certain about your organizational purpose?  If so, are you able to pause and consider ‘should versus what,’ when you reach critical decision-making intersections?

Memorable

I competed in a running race today that was memorable.  Smokey the Bear was waiting at the high point with great view overlooking the city.  You could stop and have your picture taken at the 4.5 mile turnaround with Smokey and it was all downhill from there.  Plenty of running races exist but by adding this one element the race director made this event stands out from all the others.

What is the smallest amount of change that would have the most significant impact on your organization?

Super CEO?

Radio Times aired a great piece on what makes a good boss or bad boss.  If we are managing staff, volunteers, or a tribe of fans it is nice to know what approaches resonate.  Robert Sutton’s book, Good Boss, Bad Boss takes a closer look at the best practices and those that are worthy of an intervention.

Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst

A little inspiration from Michael Scott

Open Call

Three advertisements in the local paper caught my eye.  They announced general opportunities for prospective board members to come to the organization’s next meeting.  If this is the primary strategy for recruiting board members it is a bit like making a generic boarding announcement for an unspecified flight in a busy airport.  “We are now boarding.”  However, consider a more focused and announcement, “dynamic social sector enterprise that is committed to enhancing literary skills for elementary school students is seeking new board members who are 25-35 and poses expertise in entrepreneurship and social media.”  Then you have it down to, “we are now boarding Zone 1 for the noon departure to Maui.”  I can immediately determine if my talents are required and how I might be engaged.


We have been trained to respond to specific demands on our attention and time.  Consider using some of these in your favor.

Your Brand

When you see a FedEx truck do you think there goes a company that gets things there overnight?  In the moments after a crisis do you see Doctors Without Borders arrive first on scene? Have you considered that Habitat for Humanity’s brand has been valued at over $2 Billion?  Habitat owns only a small amount of construction and administration equipment so much of the value is based on perception.
In Zilch, Nancy Lublin outlines the importance of managing your brand with consistency.

 Zilch: The Power of Zero in Business

Visit Volunteermatch.org or Idealist.org to see two leaders in the sector.  Each has avoided the temptation to expand their services by adding peripheral programs that would dilute their brands. 

What if

What if your organization has the better cause?  What if you assemble better data than your peers?  What if you volunteers work harder?  What if you staff does more for less because they are passionate?  What if every dollar donated goes to support only programs?  What if you have a national advisory council that reads like a Hollywood movie?  What if you have an adequate facility but not the glitzy new one down the street?  What if you have waited your turn patiently to raise funds for a fundamental need?  What if your board has 100% attendance at all meetings?

Do you know why you do what you do?  If you don’t then how am I suppose to connect at the deepest level with your cause?  Try to define the ‘why’ then ‘how’ and finally ‘what’.  So often we lead with ‘what’ and we become another commodity, another cause with a need.  Start on the inside and work out- it is challenging but fundamentally transformational. 

Watch Simon Sinek’s video on the right to learn more.

Live

Watching Apple’s September 1st release event.  New products, new prices, new features.  Followed by a live musical act.  What will I remember?  I have remembered enough to opened the Apple website and iTunes already and take a closer look at the features and products.

Who would attend your virtual product release?  Would they continue on to your website or store immediately after?  Would the information you release draw people inside?  Would it be memorable?  Would it be a signature event for your cause?

Notice how Apple starts the name of all its products with “i”?  It simply gives you- the customer a chance to embed your own signature into a personal experience with the product.  What would be the “i” in your enterprise’s release party?

Shadow

If you could let one member of your organization shadow you for a week, who would you choose?  What would they gleam from the experience?  What would you hope that they witness?  What barriers and challenges would you hope were recognized?  Which talents would your shadow daily?  After a week of shadowing, what feedback would be valuable?


Imagine you allowed new hires or volunteers to shadow the CEO, Board Chair or a senior member of the organization?  Would this be more effective than a formal orientation?  What message would it send about trust and transparency in the organization?