A+ Coaching

Thank you for the opportunity to explore other experiences I have had with change.   In today’s nonprofit, change is a constant.   From social media to changing dynamics of boards as well as duplicate mission organizations, we will see a lot of change in the next decade.

Case:  As this small non-profit grew, we needed cash flow to move from a small organization to a sustainable size for maximum impact. This was a case of catch twenty-two. We needed our investments to grow and undesignated cash to invest but program support was much more appealing. The board, too keenly aware of an overhead ceiling of 20%, kept slashing the budget, paying professional staff too little to recruit well and pinched pennies that stymied growth. I had a creative solution. At first, my idea received a “hell no” from the board and from the agency. Because I had learned from other mistakes and had a great open relationship with my board chair, I openly discussed my idea with him first. He recognized the merit, agreed to help provide the authority needed and helped me strategize before broaching the subject again. We dropped the concept and it quickly met dismissal. We left behind a brief outline. Later we hinted again and later on one more time. Interestingly enough, a year later a great idea came from the agency – a merger concept. After it became the agency’s idea, it happened.  The cash flow challenge disappeared and growth rapidly followed.

Lesson 4:   John Maxwell really addresses this lesson well in his book, Developing the Leader Within You.   He talks about building in time for people to process ideas. He suggests to begin with information, discuss, study, and then take action. “Trying to take action before the key people accept the change leads to disaster,” writes Maxwell. As a person of little patience, this one was extremely hard for me. I know what needs to happen and I just want it to happen. Today, as a coach, I continue to learn and teach the art of patience!   I also learned an important lesson about duplication.   Today, there are many organizations doing the same thing – missions are so close that it is hard to answer the question – what is our unique difference.    What is holding them back from merging?

Case:  A non-profit existed for many years but was still operating from paycheck to paycheck. Early in their existence, they fell upon a “cash cow” that became their crutch from growing a development program. I worked to implement governance, policies and structure that would allow the organization to shift into a strong development operation. We began the marketing and outreach that would lay the donor base and growth was happening. I made a huge miscalculation when I shared with the board that the necessary infrastructure was ready to begin active fundraising and suggested that refreshing a long-standing board leadership would be a great springboard. The groupthink (Carol Dweck, Mindset) of “leaders seen as gods who never err” derailed the plan and progress.

Lesson 5:   Friendship and long-term board entrenchment can be stronger than progress and quality decisions. Groupthinks are led by an authoritative person and can happen when the group is carried away with its brilliance and superiority fed by a fixed mindset dictator. I had failed to calculate “the superiority affirmed at any cost” mindset. Attracting growth mindset people to the board is the only way to change things and must happen prior to groupthink taking over. I miscalculated the timing of attracting such board members. As I look at board leadership, I now look for growth mindset people.

Recap:  As I reflect back on my career, the following are some things I wished I had picked up early in my career. If you aren’t already utilizing them, I encourage you to start.

1. Change takes time and space. Things always seem to take longer than I think they should.
2. People need different approaches to embrace change. Meet them from where they are.
3. Asking mentors good questions and then listening saves a lot of time.
4. Positive influencers are worth their weight in gold.
5. Dictators and negative influencers can make change impossible so pick positions wisely.
6. Ownership of change is highly overrated. Try to operate unattached to the outcome as sometimes the change that happens is better than we calculated when we remain open.
7. Recognizing fixed mindsets versus growth mindsets is a key in orchestrating change.
8. When you think you are out of patience, think again.
9. Have empathy. I do not always appreciate the struggles of others and am learning how!
10. Do not assume people understand your vision and line up with it.
11. Ask those closest to you about your blind spots.
12. Always take time to read.
13. If you cannot determine the uniqueness of your organization, explore ideas.

I have had so many challenges and learning opportunities in a career focused on change and I hope some of these key lessons will be helpful to you. Orchestrating change can be very frustrating, yet very rewarding. Best wishes!!