Many choose non-profit work because they’re not interested in chasing the almighty dollar. Then they wake up one morning and realize they’re chasing it more than ever as a non-profit.
In my conversation this week with Rodney Walker of Walker & Associates, we tackle the money demon. Listen in. I think you’ll find our discussion helpful.
Some non-profit directors want the hands and the hearts of a board, but not so much their brains. (Continuing our discussion of this week’s interview with Rodney Walker.)
We love the funds they raise, the connections they provide, and the muscle they bring to our projects. But when it comes to our own accountability to perform or soliciting input on core values and strategic direction, we too often give our boards the straight-arm treatment.
Especially if we founded the non-profit, it can feel horrible when the circle of support closest to us disagrees or pushes back.
What might an appropriate posture of humility, respect and collaboration look like that does not involve betraying our passion or leadership responsibility? Think with me.
One of my key take-aways from this week’s interview with Rodney Walker is the value of defining roles from the beginning of a work relationship.
In the case of non-profits, directors recruit a board for a variety of reasons: fund raising potential, public endorsement and reputation, access to their network of connections, among others. Not always considered is what role these board members will play in the on-going operation of the enterprise.
Here’s the deal. Once you’re hooked on a board member’s value as a fund raiser and/or a connection maker, it’s almost impossible to tell them to back off when you find out that they feel part of their role is to tell you how to lead the organization.
Better to define at the beginning of the relationship what the role looks like, than find yourselves resenting, resisting or avoiding your own key supporters!
What have you done to clarify board member roles and responsibilities?
My good friend and admired entrepreneur, Rodney Walker, talks with me for the next four weeks about the challenges facing non-profit enterprises.
This was an interesting series for me, because non-profits don’t (and can’t) function like for-profit companies. We will delve into:
Let us know one of your board versus director challenges!
My favorite crazy redundancy is the budget process that requires multiple approvals.
Here’s how it works. You have your annual budget process and request funds to purchase new equipment during the year. The budget is approved. But then a few months later when you are ready to replace a piece of equipment, a second approval is required to make the actual purchase.
In other words, the approval given at one point can be reversed at any other. Now, of course things change and an investment that seemed feasible at the beginning of the year may not be prudent eight months later. But most of the time, this second approval is unnecessary and debilitating for managers.
We inadvertently create multiple opportunities to squash action. It only takes one “no” to stop an initiative, while it takes as many “yeses” as there are approval layers. Not good odds.
Slim down and trust your managers with the timing and execution of your original approval. What do you think?
We conclude our series on Enterprising Teams² with the assertion that a bias towards action characterizes thriving teams. Listen here and join the conversation.
Humans are changing, developing beings. This fact applies to the professional journey as much as to any other area of life. In order to have everyone on the team stay engaged, challenged, and committed, their positions, roles and responsibilities need to grow and develop as they do.
If you’re feeling bored, stuck or like there’s no where to advance in your firm, you are experiencing the growing pains of “growing up” in your field. You need to learn new things, deepen your skills, expand your responsibilities.
Very few of us are content with doing the same thing year in and year out. What are you learning this year? Who on your team is displaying symptoms of needing change? How might you interpret such hankerings as a positive opportunity for the firm?
The final characteristic of enterprising teams that we explore is lifelong learning. Enterprising teams are always learning. Competence isn’t marked by the end of learning, but the beginning.
A learning stance removes the need for posturing. It’s a waste of energy to pretend to possess a level of knowledge that you don’t have in order to impress or substantiate your rank.
The Passion Finder and Focus Pads are, of course, still for sale. Get them here temporarily, and thanks in advance!