As I work with different organizations either as an interim executive director or coaching staff and board members, I always get asked similar questions. My perspective in answering is just that and my goal is always to start people thinking versus giving the only answer.
In planning sessions, my board wants to grow the organization but in the next meeting will cut or not expand budgets. What can I do?
In the words of Jerry Panas in his book The Fundraising Habits of Supremely Successful Boards, “I’ve witnessed firsthand boards that collectively roll up their sleeves and take action. The wrong action! They slash away at expenses…and undercut their mission.” So you are not alone in this challenge and I have found it to be at the top of the list.
I believe risk aversion stymies many good organizations and businesses. We want to take that next step but the “what if’s” take over. We overthink and worry! What if it doesn’t work, what if I bankrupt the organization, what if I am the one responsible for a bad decision…. The list can go on and on. So when we look at boards making an investment, we have to help them through the “what if’s”. You probably have a list of your own as you plan for growth. Discussing those with key board members who are less averse to risks is critical. Together you can move others beyond the “what if” fear by addressing your own fears during the visioning and planning session. A good and open planning discussion can result in a 2-3 year vision with annual action steps designed to mobilize the board and give them marching orders. If the board still resists the budget, try circling back to the vision and the action items and determining the “what if” that is blocking the path to success. Look at stop gaps that can take the board down the path yet provide the ability to evaluate and reassure as the annual steps unfold. Getting people to focus on possibilities through a well-orchestrated planning session is the key. When we really want or believe in something, obstacles become smaller.
I have a long standing board and a chair that is a founder of the organization. They are holding back the organization and we need a change. What should we do?
My first question is usually – what do your bylaws say? (And I am amazed when the majority answer, we don’t know). If they don’t have term limits in the bylaws, then I turn to questions like:
- What specifically motivates the founder or board members about the mission?
- What is demotivating them about moving to a next level?
- How do you think they are holding the organization back?
- What is blocking them from liking the recommended growth?
- Is there a mentor that can help them see the importance of the change for the betterment of the mission while reinforcing that doesn’t mean they are abandoned?
- Is there someone within the board or organization that could suggest creating emeritus roles?
- Is there a way to create a role that will make them feel a part in the organization without being on the board? Sometimes that is a task force, head of a campaign or an important initiative that capitalizes on their strength while weaning them from active board details.
- Is there an opportunity on the board through a governance committee to change the bylaws or bring up the merits of term limits?
Founders and “lifers” have often connected their self-worth or identity to the organization. They have put their hearts and souls into the mission and must be recognized for that; however, being able to navigate the unwinding of control while keeping them engaged is tricky. It often takes a non-staff member advocate. Sometimes that can be a long time donor, a board member or simply a mentor to the founder.
When I arrive at an organization, I look at the bylaws and governance. That will quickly tell me what challenges I will have in creating a board structure that will take the organization to new heights. I turn to (or create) a governance committee to help navigate the necessary changes so that it doesn’t become personal. I start looking for opportunities for value that is beyond a board role. I identify mentors and those who are listened to by the founders. I take a look closely at the questions above as they can be very revealing. Sometimes I ask the person directly – what is your vision and what do you think my role is in helping you achieve that vision? In asking that question, I was once told that she was tired yet couldn’t bring herself to let go. In exploring that very statement through questions, we were able to chart a path where she could let go. Fear and the need to be wanted cannot be ignored.
I work on behalf of a public entity. They wish to control our non-profit but lack the knowledge of the function of a non-profit. How do I advocate for the best interest of both organizations?
Public entity managers often have an attitude – whether it be hierarchical or territorial. They know what is best and often resent what philanthropy can offer-or in their minds-control. As I have maneuvered such entities, I have found some pearls and made some tactical mistakes along the way.
My biggest mistake was pushing too hard. I am the non-profit executive and I know what needs to be done. I am frustrated with their lack of understanding so I push forward without them. The challenge is on! It is answered with mandates, policies, and lack of cooperation. Early on, I was given a pearl in the form of a book called “Systems of Survival, a Dialogue on the Moral Foundations of Commerce and Politics” by Jane Jacobs. It changed how I tackled the public entity partner. Instead of pushing, I worked more on pulling and engaging. I brought things to the table in the form of questions that led them down a path to an answer I needed. I worked to help them see our success would make them more successful. I would take a step forward, watch the reaction and then plan on how best to pull the needed leadership along. We often do this well with donors. We introduce a concept, ask them for their feedback, listen, ask more questions and guide their passion toward the mission. Yet, we forget that public managers are people as well.
In one instance, I worked with a manager to create a small special fund that could support his initiatives. It was very telling for both of us.
In another case, I was told that we would be cut back from their support due to budget cuts. We brainstormed together about the impact that would have. I asked a lot of questions to seek guidance from the president in how best for me to handle supporting his vision without that support. Together we came to the conclusion that cutting off the only potential revenue growth arm was not the best course of action. Questions are a great way to unarm and bring both parties to a better decision – they are a gentle pull technique that works well.
Throughout this blog, I focused on a theme. Did you notice it?
Fear and risk. Think about that.
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