Should You Start a Nonprofit?

You see a problem. It could be for a specific group of people, for a community, or for the world. Or maybe a personal challenge leads you to want to help others in your situation. You have an idea for a unique and creative way to make the world a better place. And you think you might want to start a nonprofit. What’s next? 

A Forbes article states that 50% of nonprofit organizations will fail within their first year. A lot of energy and emotion goes into launching an organization. Before you make the decision to travel down this path there is a lot to consider. 

Who else is addressing this problem?

An unfortunate commonality with nonprofits is that there is a lot of duplication. Many agencies serving the same cause in a similar way creates confusion for clients/constituents, donors, partners and the community. It leads to unnecessary competition between organizations that could probably do more good by working together. 

As you are considering starting a nonprofit, you first need to get crystal clear on what problem you are working to solve. Then look around and see who else is working to fix that problem. Check out their methods for addressing the problem. Is your idea similar to some other agencies out there? If so, you may be better off trying to partner with those agencies and work together. However, if after researching you find that you have a unique and creative way to address the problem, you may want to move forward. 

What is your commitment level? 

Starting a new business is a LOT of work. When you start a nonprofit organization, you have the additional challenges of extra government paperwork, developing and leading a Board of Directors, and fundraising. Not only that, oftentimes the founder ends up contributing a significant amount of personal time and financial resources in order to get the agency up and operating. Before launching a nonprofit, critically evaluate how much time and money you are motivated to put into it. 

It’s definitely worth noting that not all nonprofits require significant personal investment. Those with narrow scope and size can be launched with less backing and involvement. Which brings us to the next question you will want to consider. 

What is your long game? 

Nonprofits are often started as a result of a loss or trauma. For example when a child is lost, family and friends come together to channel their grief and desire to “do something” to honor their loved one. This is a great reason to start a nonprofit organization. It provides an instrument for managing grief, directing energy and routing funds. It can raise awareness and give people an opportunity to feel a connection to the child. Often these projects have a shorter lifespan. They serve their purpose and at some point are put to rest. And that’s okay. 

In other cases, the loss leads to something much bigger. Susan G. Komen is a great example. Susan’s sister Nancy started the organization in memory of Susan, with the purpose of ending breast cancer. Nancy had a long-game vision in the promise she made to her sister. 40-years later the organization is still working to eliminate breast cancer through research, education, screening, and treatment.

So, what’s your long game? Is your idea something you want to expand, and have live on long after you are gone? Do you want to keep it small and local? Your long-game can change as your organization evolves. Formulating a clear vision for where you want to take the agency can help you think through the previous question of your commitment level. 

Who will want to support your cause? 

Lastly, think about who will want to come alongside you and help you advance the work of your agency. Any successful nonprofit requires community engagement. Volunteers are needed to govern the organization as the Board of Directors. Donors or funders are almost always needed to provide operational resources. And community volunteers are generally needed to deliver programming or services, and to help with fundraising. 

When starting a nonprofit, one of the first things I always recommend is that the founder(s) get out in the community and talk to people about the problem and their solution. From there they find out who is excited about the work. Those are your potential donors and volunteers. If no one is interested in the project, it might not be a very good idea to go the nonprofit route. 

This article might sound like I’m trying to talk you out of starting a nonprofit organization. That’s not entirely true. What I really want to do is make sure that you make a good decision for you, for the people you want to serve, and for the nonprofit sector. This is another good article to read as you’re considering if the nonprofit model is right for you and your cause. 

Thinking about making the world a better place with your great idea? I would love to visit and talk through your options. Email me at Kim@Athena-CoCo.com, let’s connect!

Kim Stewart

Kim is a mom, lover of being active and the outdoors,
and helper of nonprofits and small businesses.
kim@athena-coco.com

Ten Indicators You Could Benefit from a Business Coach

Here we are in 2022! Welcome. 

The pinning up of a new calendar leads many to envision a bright new future for themselves. And anyone who has ever set a New Year’s resolution knows that change takes more than just dreaming of what could be. It takes planning, action steps, accountability, and hard work. 

Today’s article is about the value of engaging a Coach to help you get where you want to go. We’re going to explore many of the reasons why a Business Coach might be a good investment for you in 2022, and what they can help you with. If you have considered getting a Coach, reading this article is a great step in your contemplation. Let’s dig into ten reasons a Business Coach might be a great option for you! 

1. You set great goals, but regularly fail to meet them

Is it you or is it the goal? Are you creating goals based on the expectations of others? Are you lacking motivation towards the goals all together?

Sometimes goals are impressed upon us, and we have no choice but to put forth our best efforts to achieve those goals. Other times we set goals for things that we really truly want to accomplish, but then nothing happens. Either way, there are likely underlying reasons why goals are not being met. A Coach can help you peel back the layers to understand where the barriers are coming from and how to address them. 

2. You feel like you have stagnated/imposter syndrome

As we grow and advance in our careers, it’s common to get to a point where we question our legitimacy. Do we really deserve the position we hold? Are our skills suited to the role we’re in? Coaching can help you process how you’re feeling, separate feelings from facts, acknowledge your skills and expertise, and grow professionally. 

3. Your work-life balance is not balanced at all

If everything feels like it’s out of whack, it might be time for a change. When a professional or career change needs to be made, it’s not uncommon to completely throw ourselves into work, to avoid thinking about the change. It might also be time for a change if you have no choice but to spend an excessive amount of your time working or stressing out about work. 

A Coach can help you take the emotion out of your situation. When we’re overworked and over-extended, it can be difficult to separate reality from our overwhelmed mental state. Having someone process your situation with you will not only help you feel more sane, it will allow you to make rational, planful decisions. 

4. You want a career change

Many people come to a point in their life where they want more. More money, more flexibility, more impact, etc. What you decided to do for a career when you were 18 or 22 or whatever, might not be the right fit for you at this stage in your life. A Coach can help you suss-out what is important to you and get you moving in a direction that will be fulfilling and rewarding. 

5. You know you need to grow professionally

Growth can be difficult, and something we unintentionally avoid. Without knowing it, we can actively circumvent opportunities to grow, because in the back of our minds we know it will be easier to maintain the status quo. Additionally, we all have blind-spots. No matter how great we are, there are always opportunities to improve. However, without help, we don’t necessarily see them. 

A trusted Coach can help you move past your self-imposed barriers to development. They can uncover your growth opportunities and work with you to create a plan that will allow you to evolve and thrive. 

6. You need better accountability

No one likes to be held accountable. If you’re the one in charge of your own accountability, it might just not happen. Think about most diets. No matter how committed a person is to losing weight and creating a healthy lifestyle, it’s difficult to stick to the plan. 

Many people find it very helpful to engage an accountability partner to hold their feet to the fire. By sharing your goals and plans with a Coach, they can keep you on track. They will remind you of why you set your goals, and the necessary actions you have committed to in order to reach those goals. 

7. You struggle to work “on” your business

The everyday grind can easily become the thing that keeps you from growing. When all of your attention is focused on the day-to-day operations, you will never think bigger, explore options, and dream about the future. Dedicated time with a Coach gives Business Leaders the time to work ON their business. This might be in the form of strategic planning, exploring new opportunities, evaluating operations, assessing how resources are deployed, and much more! 

8. You need someone to talk to about your business and career

It’s lonely at the top! If you are the leader of your business, there isn’t a coworker you can go to who understands the challenges and pressures you face. Some people find this support in other CEOs or leaders. Others like to maintain a high level of privacy about the things keeping them up at night. A Coach can be that confidant that you need at the top. 

9. You want to save time and money

Without a sounding board, leaders still come to great conclusions on their own. However, it usually takes much longer than if you were to bring someone in to help you process your thoughts and ideas. And, as they say, time is money. 

A Business Coach helps you process through difficult decisions, crucial conversations, problem solving, and more. Otherwise, these are often topics that are put off until it’s absolutely necessary to deal with them. By dealing with them in a timely manner, you will save yourself frustration; as well as time and money. 

10. You need ideas!

An outside perspective can help you generate ideas that you wouldn’t have come up with on your own. Business Coaches tend to have rich experience in the business world and can provide creative solutions to try. When you feel like you’ve tried everything, it might be time to try visiting with a Coach.

These are just a few of the reasons it might be a great idea to engage with a Coach. Most Coaches (myself included) provide a free Discovery Call, where you can discuss your unique situation and see if Coaching is right for you. This is also a good time to interview the Coach to see if they are a good fit for you, your style, and your business.

If you would like to explore how a Business Coach could help you, schedule a 30-minute Discovery Call. You can also email questions to me at Kim@Athena-CoCo.com.

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
Kim@Athena-CoCo.com

Our Similarities Outweigh Our Differences

Our similarities outweigh our differences. This is true in every aspect of life and relationships. Today’s article is going to focus on the similarities between nonprofit organizations and small businesses. The way I see it, there are many more similarities between these two business types, than there are differences. Before I get into the similarities (and a few differences), let’s dig into what we’re talking about here. 

People often become disillusioned by large, “corporate” nonprofits. They see the leaders making big salaries, and make assumptions about the philanthropy or integrity of the agency. Let me be clear – that level of nonprofit organization is not what this article is focused on. Additionally, this article is not about the Amazons or WalMarts of the world. 

97% of nonprofit organizations have annual budgets of $5M or less. Furthermore, 92% work with an operating budget of less than $1M, and 88% get by with less than $500,000. Similarly, of the over 30 million small businesses in the US, only 9% of them make over $1M in revenue. Small businesses with 20 or fewer employees make up 89% of all business in America. These are local organizations and businesses working hard to meet local community needs. And these are the focus of this article. 

Differences

Obviously there are some differences, otherwise there would be no reason for different classifications. The only difference that always exists in every situation, is the IRS tax status. What makes a business a nonprofit is the fact that they obtain a tax exempt status. Businesses are awarded a tax exemption in exchange for the work they do to address critical social issues in their community. 

Another key difference is related. Part of their tax exempt status requires a nonprofit to reinvest their profits back into the organization. This can be in the form of staff salaries, professional development, equipment, technology, investments, and more. They can make a profit, but it does not go to benefit an owner. While I’m filing this under differences, the difference is really in the IRS requirement. I say that because, in reality, there are many small businesses that do the same thing. They are not required to, but they invest their profit right back into their business. 

The third difference has to do with ownership. A nonprofit organization is essentially owned by the community, with a volunteer Board of Directors responsible for its leadership and operation. In newer nonprofits, the founder often behaves like an owner. This person usually holds the vision for the business, gets others excited about it, and develops the board, programming, funding, and more. And this brings us to the similarities portion of this analysis.

Similarities

There are differences in the leadership; nonprofits are led by a volunteer board, sometimes with a paid Executive Director running operations. Small businesses are generally led by an owner, partners, or a family. In either case, those business leaders have a LOT in common. 

Small businesses and nonprofits both struggle with never having enough time, money, resources or people to do everything they would like to do. This means that their leaders need to be hardworking, scrappy, creative, and dedicated. They tend to be driven by a passion greater than a paycheck. Whether it’s the mission, a desire to create something great, a commitment to serving their community, or a dedication to meeting the needs of their customers; these leaders are intrinsically motivated. 

In order to be successful, both sets of leaders need to have a strong connection to their community. By having their finger on the pulse of the community’s needs, they are able to identify issues and gaps in service. In knowing what is important in the community these business leaders can find their niche and remain relevant. Additionally, this connects the business leaders to the people in their community who will need their products and services. People do business with those who they know, like, and trust. 

This brings us to mission. Nonprofit organizations have a mission that drives their work in meeting a critical social need. While for profit, small businesses may not be driven by a mission, that does not mean that they don’t work hard to meet the needs of their community. People need groceries and gas and insurance. They need someone to help them buy and sell their house, and they like to go out to dinner. While these things (and more) do not necessarily qualify as mission work, they are definitely community necessities. 

The last two similarities (which initially seem to be differences) are fundraising and board management. A small business does not have to do traditional fundraising; however, they often seek investors and raise start-up capital or funds to develop new services and products. Likewise, a small business with investors reports to them as an Executive Director reports to their board. This involves educating them, building strong relationships, and managing communication. 

I spent 30 years working in the nonprofit industry and the last 18 months as a small business owner. In networking, developing, and growing with other small business owners it’s been so interesting to see the similarities between these two worlds. I’ve discovered, not only that the two industries have a lot in common, but we have so much to learn from each other!

I love helping business leaders to grow and develop professionally. If you’re looking for leadership, team or board development, mail me at kim@athena-coco.com to connect for a free 30-minute discovery call.

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

The “I’m So Busy” Competition

What is the deal with this? People compete to be the most busy, the most rushed, and the most stressed. Like it’s an Olympic sport. 

I really love the meme that has been popping up lately that states: 

“We need to stop glamorizing overworking. Please. 

The absence of sleep, good diet, exercise, and time with friends and family is not something to be applauded. 

Too many people wear their burnout as a badge of honor. 

And it needs to change.”

What if, when standing around the water cooler, we bragged about how much sleep we got last night? Or how great we’re doing keeping our lives in balance? Wouldn’t that be a cool paradigm shift?  

To be clear, I’m not writing this from the perspective of someone who has never slipped into this mode. I’ve done it. Especially as a young professional trying to do everything. And as a working mom keeping many balls in the air. As I’ve gotten older and maybe a little wiser, I see how I contributed to the chaos in my life.

This article is not meant to shame anyone who is struggling to keep it all together. Rather, I’m going to share my observations on the topic as well as the importance of balance. A while back I wrote about Self Care, which relates closely to this topic. I also want to look at what we, as leaders, can do to help make this shift. 

So Much to Do, So Little Time

I recently came to the realization that I have more books that I want to read, than I will ever be able to get through in my lifetime. At first I was a little bummed when I recognized this. Then I mentioned this to a friend and he had a completely different reaction. He said: “Isn’t that awesome! There are so many great books in the world and so many options.” The difference a shift in perspective can make! 

While I would love to read all the books on my reading list (and all the books I have yet to discover), I don’t HAVE to get to them. I will read the ones I really want to get to. And I’ll read the ones I need for work or education. Some will just present themselves at the right time and I’ll get to them. 

The book thing got me thinking about all the things we fill our time with. If we were to work 24 hours a day, seven days a week, 52 weeks a year, there would still be projects to do or tasks to complete. Just like the book thing. We have a limited amount of time to give and we each have to decide for ourselves how much of it we are going to commit to the different areas of our life. Making this a thoughtful decision is key to balance and self care. 

How to Spend Your Time

First let’s focus on our work time. And the first step in this is deciding how much time you will work – full-time, part-time, project based, etc. If you’re self-employed, clearly define how much time you will commit to your business. 

Next I like to think of our work time divided into three categories: NEED TO, WANT TO, and SHOULD. 

  • NEED TO: There are the things we absolutely have to do. Likely these items are outlined on our job description or they are directives from our supervisor. If our job is important to us, then we have to do these things. 

Items on the NEED TO list can sometimes be subjective. For example, if an employee has a need for perfection, they may triple check their work. Another employee who has the ability to run through a project accurately on the first try might not have that need. 

  • WANT TO: These are projects that we believe will improve the company, culture, product or service. They are initiatives that we want to pursue, but are not required to work on. WANT TO projects provide fulfillment and engagement. Often these are the reasons we enjoy our jobs and make us care about the company. 

Depending on the amount of autonomy you have at work, this might be something you need to negotiate with your supervisor. Being clear about the things on your NEED TO list, and how your WANT TO items will benefit the company will help with your discussion. Also, if the WANT TO projects are the only thing keeping you at a company, they may truly be NEED TOs. 

  • SHOULD: Items on this list are things that are not required from you, and you probably don’t really want to do them either. It’s best to avoid SHOULDing on ourselves. The SHOULDs need to be evaluated to see what’s really going on there. You clearly feel an obligation to the task. Consider why that is and if it really belongs on the NEED TO list. 

An example is a project that you don’t want to do, but that would make you look really good to your boss. If you are actively working to advance at work, then you might want to shift it to your NEED TO list. On the other hand, if you are new to a position and it makes more sense for you to focus on your primary responsibilities, then this item probably needs to be removed altogether. 

Too often we approach everything that comes our way as a NEED TO. By thinking through how to categorize the many demands on our time, we can make decisions that will keep us from becoming overworked. 

Not Just a Work Problem

While at work, the NEED TOs take priority, in our personal life there should be a better balance between NEED TO and WANT TO. Being overworked or overextended is not just a work problem. Homes, family, friends, hobbies, volunteering, and more quickly fill up our non-work time. The problem is usually amplified for women who tend to carry the majority of home and child care duties. 

Categorizing tasks and activities can be applied to our personal time as well. This process can be a useful tool for families to use in order to distribute tasks or to decide what is really important. Having a clean kitchen might be a NEED TO for one person and a SHOULD for another. There might be items on your SHOULD list that really need to be outsourced because no one wants to do them, but eventually they NEED TO be done (hello housecleaning!) 

Evaluating the ways you spend your time can also reveal opportunities for positive change. If you aren’t getting enough sleep, scrolling social media for an hour before bed could be the culprit. When we think intentionally about how we spend our time, we will probably choose quality sleep over looking at cat memes. 

Leading Change

As a leader the categories still do not change. The biggest difference is that you are the one making decisions about what NEEDS TO be done for the company or organization. With this difference comes the power to drive change. As I see it, there are four key areas where today’s leaders can help reduce the glamorization of the overworked: 

  • Create jobs that are manageable – evaluate jobs regularly to ensure that they can be completed in the allotted time. Avoid filling every minute of a staff person’s time. Encourage creativity and staff taking initiative. This can lead to new solutions and  processes, and energize staff. 
  • Ensure NEEDS TO are really needs – your role is to divide the many tasks and projects that it takes to operate your business. As time goes on, priorities change. The leader’s job is to make sure that tasks remain relevant and true NEED TOs.
  • Set a good example – monitor your own use of time. Nothing encourages balance like the leader making it a priority. If you do need to put in extra hours, don’t make a show of it. The leader’s behavior will create the culture.  
  • Encourage balance – beyond demonstrating work-life balance, talk about it. Tell staff why it’s important. Help them figure out how to manage their role in a healthy way. If you observe a staff person engaging in the “I’m So Busy” competition, have a conversation with them. 

In today’s job market, leaders need to provide jobs that people want. This means work-life balance, opportunities for meaningful contributions, personal development, and a culture they will enjoy. Businesses that figure out how to do this will attract the best employees. 

Need help with creating a healthy culture? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to start creating a culture that celebrates work-life balance. 

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Avoid the Shiny Bunnies

Squirrels, shiny bunnies, kitten bombs, Facebook – whatever you want to call it, distractions are everywhere. There are the day-to-day distractions that get in the way of your tasks and responsibilities. Social media, a new show on Hulu, and mundane chores all distract you from the things you know you should be doing in order to effectively manage your life or meet your goals. 

While this type of distraction can be a serious issue for some of us, today’s article is going to focus on the larger version of this problem. Individuals getting distracted is one thing. Entire organizations that get distracted is a completely different problem. 

When an individual is distracted it leads to anything from messy houses to jeopardizing their job. However, it can be much more devastating when a business or organization becomes distracted. It can lead to profit loss, bankruptcy or even total failure of the business/organization. 

For a business or organization, this happens when the leadership loses focus on the mission, vision or purpose. Leaders become distracted in many ways. It could be a flattering offer that comes their way, pressure from partners or other community leaders, or a need to prove something. This article will look at:

  1. How to identify organizational distractions
  2. Strategies for keeping your business on track

Identifying Organizational Distractions

As a leader, you might not even realize when a shiny bunny is headed right for you. You’re going along, doing what you believe is best for your business. By being on the lookout for these distractions, you can save your organization money, time and heartache. 

  • Too Good to Be True: We all know that if something sounds too good to be true – it probably is. As leaders, whose focus is on growing revenue or impact, it can be tempting to chase after this squirrel. A new project, partnership, or endeavor might sound like a fast track to growth. 
  • You Need to Justify: If you find yourself justifying why something is a good idea, it is an indicator that you need to look more closely at your decision. Anytime it’s not completely obvious how a decision connects to your mission/vision/purpose, you might be pursuing a distraction.
  • Secrets or Hiding Things: Keeping secrets or telling different “stories” to different groups of people should be cause for reflection. This is an indicator that you are hiding something, or that you are moving in a direction that is not consistent with your core focus. 
  • Outside Pressure: Leaders from other businesses, agencies, or entities will always have an ulterior reason for wanting to partner with you. Even if they give you 100 reasons why they believe it would be a good move for your business, they still are pursuing the partnership for their own gain. 

To be clear, there are definitely times when new business opportunities make sense. This article is not meant to prevent growth and innovation. Rather, it’s meant to keep you from losing your focus on what is most important to your organization. Being aware of what these distractions look like is the first step. Next we’ll look at how to deal with and minimize distractions.

Maintaining Your Focus

  • Know Your Vision

The first step in maintaining your focus and minimizing distractions is to know your vision. This article goes into detail about the importance of having a crystal clear vision. Without it, you are much more susceptible to distractions. When your mission/vision/purpose are foggy, leaders grasp at straws. When we don’t know where we are going, we welcome (and sometimes even look for) distractions. 

  • Communication & Trust

In tandem with your vision comes building up your communication and trust. This involves sharing your mission/vision/purpose over and over, solidifying the importance and ensuring all staff, volunteers and stakeholders understand. In addition, creating open and honest communication systems builds up trust. 

  • Ask Questions

Building trust among your team members is key to this next step, which is to ask questions. Big decisions should not be made in a vacuum. Get input from those you trust, and who also trust you enough to be honest. Brutally honest if necessary. Ask tough questions about who has the most to gain, what is the downside, and how the opportunity might change the focus, culture, and direction of your business. 

  • Be Completely Honest

In order to make the best possible decisions for your company, you must be 100% honest with yourself about your motivation. Otherwise, ego can easily get in the way of taking action in the best interest of the organization. Making decisions that make you look good is obviously a goal, but it shouldn’t be the only goal. If your own self advancement is the primary factor behind a new endeavor, you need to be able to step back and objectively look at how it will impact the business. 

  • Strategy Screens

Creating strategy screens can be very effective in keeping your business on track. A strategy screen is a list of questions or criteria against which you can test potential new opportunities. By working with your board, stakeholders or leadership team to create a list of 5 to 8 criteria, you can proactively protect yourself from distractions. 

  • Operational Plans

Solid operational plans will keep you moving in the right direction. This includes annual goals, quarterly action steps, accountability, and regular measurements. By establishing goals designed to move you towards your mission or vision, breaking them down, assigning accountability and regularly measuring your progress, you stay on track. This structure can serve as an insurance policy protecting you from distractions. 

As leaders, you are constantly faced with opportunities and decisions to make. You absolutely do not want to be risk adverse or your business may become stagnant. However, at the same time, you want to focus your energy on opportunities that will help you meet your business goals. By being able to quickly identify organizational distractions you will be able keep the shiny bunnies at bay. 

Need help creating your vision, communication system, strategy screens or organizational plans? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to find out how to lock out the squirrels! 

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits, small businesses and leaders.
kim@athena-coco.com 

 

You’ve Got the Power!

Choices

If you’ve been reading my newsletters for any amount of time, you may notice a recurring theme. I have written about several different topics. Something that comes up in a lot of them is the importance of choosing your mindset. In order to make positive changes in just about any aspect of your life, your business, or your career; it starts with the right mindset. Here are some examples: 

  • Building a Positive Culture = first you must decide that this is important to your business, READ MORE
  • Staff Leadership = this requires a leader who thinks about and genuinely cares about their staff, READ THIS or THIS
  • Effective Communication = starts with making it a priority for everyone in your company, READ
  • Problem Solving, Diversity, Equity, Inclusion, Self-Care, the list goes on and on!! 

Today I want to talk about the power you have to create a mindset that will take you where you want to go. 

So often in life things get busy and we just move along from one day to the next, handling all the things. It’s so easy to do! An article from Forbes on Brand Success states that we are exposed to 4,000 to 10,000 ad messages every day. In addition, experts estimate that we have between 35 and 55 thoughts per minute. So every second or two we have a new thought rushing through our mind. Think about that for a second! 

With all these messages coming at us and all these thoughts we’re experiencing, it’s hard to be focused and intentional. It’s much easier to go with the flow and simply react to what is happening around us.

Intentionality

Intentionality is defined as the act of being deliberate or purposeful. A good way to understand intentionality is to consider what the opposite looks like. Perhaps you have experienced a leader, coach or teacher who goes about their role in a way that seems almost accidental or unconscious.

  • The leader runs the department or business, but they don’t think much about how they do it or why. They just think about the bottom line or the outcomes. 
  • The coach leads the practices, but doesn’t make adjustments based on the strengths of the individuals or the characteristics of the team. 
  • A teacher might be teaching the same curriculum they have taught for 20-years, not considering the need to change as society evolves or as the needs of their students change. 

The unintentional leader (or coach or teacher) leads from a point of status. Things are done a certain way because they are the boss, and so apparently they know best. In my observations, this is an example of ego getting in the way. Decisions are being made based on the leader’s ego rather than what’s best for the organization, the business, or the people involved. 

The intentional leader has a markedly different mindset. They make decisions based on what is best for the company or organization, even if it’s not necessarily what is immediately best for them personally. When making decisions the intentional leader considers the impact that it will have on the clients and staff. Additionally, this leader is keenly aware of what is going on in the community, the country or the world, and how those factors impact their decisions and the perception of those decisions. 

Selflessness

As stated above, an intentional leader considers how their actions affect others. But really, it’s more than that. It’s making the decision to be considerate of others; that the leader isn’t better or superior just because of their position. This comes from a leader’s mindset. 

A selfless leader sees everyone on their team as having the ability to contribute to the success of the business. They seek input from those at all levels of the organization. They see the power in the team as whole, rather than the power created by their leadership. 

Selfless leaders realize that by helping staff succeed they are supporting the company, and in turn probably reaching their own goals. To help staff succeed the selfless leader:

  • Supports each individual in the way they need to be supported. 
  • Creates an environment where staff enjoy their jobs and respect the company.
  • Learns about the goals of their team members and helps support achieving them.

Mindfulness

Intentionality and Selflessness are two key components to being a great leader. The question is, if those are not things that come naturally, how do you get to that point? That’s where mindfulness comes in. 

Here is a definition of mindfulness that I like. It comes from Jon Kabat-Zinn: “The awareness that emerges through paying attention on purpose, in the present moment, and non-judgmentally to the unfolding experience moment-by-moment.” This is a great definition when it’s all together, but it’s also interesting to look at it in chunks. Breaking it down helps us understand the value of mindfulness for leaders.

  • awareness emerges – The leader doesn’t have all the answers. (No one does.) 
  • through paying attention on purpose – By taking the time to thoughtfully observe, we learn.
  • in the present moment – The leader is fully engaged in the current situation, not what’s coming next or whatever happened before. 
  • non-judgmentally – There are no preconceived notions clouding our thoughts, we take things at face value.

With all of the messages and thoughts we have going through our brains all day, it’s not easy to remain aware, present and non-judgmental. We have to work at it. Just like you practice cooking or yoga or Portuguese, mindfulness takes practice. 

The good news is that you can practice anytime and anywhere. Here are 5 super simple activities for practicing mindfulness. 

  • 4-7-8 breathing: Breathe in for a count of 4. Hold for a count of 7. Exhale for a count of 8. Repeat 5 times. 
  • Mantra Meditation: Find a quiet place. Choose a word or phrase you would like to focus on (such as “peace” or “I am present”). Close your eyes. Take deep breaths and repeat your word or phrase (out loud or in your mind) with each breath. If your mind wanders, notice it and draw your thoughts back to your word or phrase. Practice for a minute or two.
  • Mindful Eating: While eating, pay particular attention to all of your senses. How does the food look? How does it smell? How does your body/mouth react to the smell? How does it feel when you put it in your mouth? How does it change as you chew it? Chew twice as long as you normally would. How does that experience feel? Practice this for the first few bites of your meal or snack. 
  • Nature Walk: You don’t have to be in the woods to observe nature all around you. Even in a city there is weather and wind, clouds, birds, bugs, smells and more. Take a few minutes each day to observe nature. This can happen while you walk from your car into your office building or by taking a fresh air break. Simply take the time to notice the natural world. 
  • Body Scan: Start at your toes. Wiggle them. Spread them wide. Flex and release. Move to your whole foot. Do the same. Work your way up your body. Moving, rotating, flexing and releasing each body part or muscle group. Finish with a few deep breaths. This can be done at your desk or anywhere.

Practicing mindfulness helps train our brain to stay present when we might otherwise want to be reactionary. It allows us to be intentional in our thoughts. Through mindfulness we decide how we feel about things and how we react. 

The kind of leader you are should be a conscious decision, not something left to happenstance. What kind of leader do you want to be? 

Want to explore mindful leadership? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to find out how you can Calm the Chaos by choosing your mindset! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits, small businesses and leaders.
kim@athena-coco.com

Wanna Grow Your Business? Grow Your Staff

Staff Success

Unless your business is completely run by robots or other automatons, you likely rely heavily on staff. Employees are probably the ones creating your product, communicating with your customers, delivering your services, and managing your processes. Your staff are your direct connection between you and your customers. They are responsible for executing your vision for how your business serves your customers or your community. 

In many businesses staff salaries are by far the largest line item in the budget. Yet, oftentimes things like equipment, inventory, and facilities end up getting much more attention and financial resources than the staff. Think of the time, energy and money that goes into maintaining a company vehicle. This important resource likely receives regular oil changes, preventative maintenance, and routine TLC cleaning. Imagine if the same amount of planning, time, energy and financial investment went into our people! 

When a company hits a wall in terms of growth, or a nonprofit organization becomes stagnant in the impact they are providing, it almost always comes down to culture. A stagnant business can be traced back to a dysfunctional, negative, toxic culture. Changes to other facets of the business may deliver short-term improvements. However, in order to make real progress for lasting growth and impact, the culture must be fixed. 

Healthy cultures boil down to two things: 

    1. How a company treats their people 
    2. A commitment to clear and honest communication

A business that masters these two components is well on their way to success. Obviously, attention needs to be given to financial management, quality processes, strategic planning and more. But without a healthy culture, those other things will only take you so far. 

Benefits of Nurturing Your Staff

There are hundreds of benefits a company can reap from lifting-up, valuing and honoring their employees. This article will not list hundreds of benefits. Rather, it will focus on a few key benefits that will help your business grow or your agency impact to expand. 

  • Staff who feel valued become loyal team members. Nothing beats a loyal staff member! Loyal employees do more for the PR and brand of your company than any marketing campaign ever will. When someone loves their job, they tell everyone. They attract customers, potential employees, and prospective donors for nonprofit organizations. That kind of messaging is genuine and captivating. Thus appealing to people who otherwise may have never given your business a second thought. 
  • Another benefit of loyal team members is that they work harder, are solution oriented, and care about the quality of work they do for you. These folk have a vested interest in the success of the business. They embrace the direction you are taking your company or the impact your agency is striving for in your community. Loyal employees do their best and work with the company’s interest top of mind. 
  • Supporting your staff looks good on you. Companies that invest in their employees, foster their growth, and help them pursue their career goals are companies that people want to work for. Recruiting, hiring, and training staff can be extremely expensive. Imagine if prospective employees came to you because they want to be part of how you grow your staff! Additionally, the level to which you respect your staff comes right back around. Want to be respected at work, be the leader in demonstrating what that looks like. 
  • Valuing your staff creates a positive culture. As stated above, how a company treats their staff is foundational to creating a healthy culture. And nothing fosters growth and increased impact like a healthy and positive culture. If growth and increased impact isn’t motivational enough, great cultures are fun to be part of and to lead. Since most people spend at least half of their waking hours at work, a positive company culture will improve the collective and individual mental health of the entire staff team. 

As there are hundreds of benefits to nurturing your staff, there are just as many ways to lift-up your staff. The best way to do this is to use your unique personality and leadership skills to genuinely value your staff. Still not sure how to get started? Here are some tips to get the ball rolling. 

Getting Started

  1. Listen. Take the time to listen to your staff. Fully listen. Approach conversions with a listening mind-set. There is no greater gift you can give someone than to listen to them with an intent to understand. You can read more about this topic here and here and here. 
  2. Build real relationships. Just like “Employees don’t leave jobs, they leave bosses”, staff also stay with bosses they like, enjoy being around, and respect. Listening is a great way to start down this path. Couple it with asking really good questions and you’ve got this one made! 
  3. Give them what they need. There are the basics. Workstation. Computer. Stapler. These are the obvious things – you give them whatever equipment they need to do their job. Beyond that – training and a safe environment to learn is also expected. What about those employees who need a lot of positive reinforcement? Or the ones who need to chat with you for a few minutes each day? And what about those who need to check-in regularly to make sure they are on track? Do you give them what they need? Giving employees these things (essentially your time and acknowledgement) may be challenging when you’re busy. However, when you think about the value of a loyal employee, it seems less like an interruption to your day and more like a crucial part of leading people.  
  4. The Golden Rule. It turns out that your company’s human resources are made up of HUMANS! Who would have thought? And do you know what humans like to be treated like? You guessed it – humans. This one is very simple. When interacting with an employee, think about how you would like to be treated in that interaction. This usually includes values like respect, dignity, caring, trusting, and maybe fun. If team member interactions can be tied back to company values, it’s even better. 

Before closing this article, I want to be clear that I am not suggesting tolerating staff who are not a fit for your company, your culture, or the jobs you have available. I believe wholeheartedly in hiring slowly (to ensure a good fit) and firing quickly. Rip that band-aid off if that’s the right decision. Your job as the leader is to make sure you have provided everything staff need in order to be successful. If you are confident you have fulfilled your end of the bargain and it’s still not working out, decide and take action quickly. 

Need help elevating your organization’s culture? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss how I can help you create a culture that will grow your business and increase your impact! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

 

Board Volunteers:

Culture matters

10 Signs You Might Be Leading a Toxic Organization

I’m targeting nonprofit Board Volunteers with this article. However, anyone can read it. I’m really not that controlling. The “10 Signs” are good for anyone in a business or nonprofit to understand and be able to identify. They are also helpful if you are considering joining a Board. 

As a Board Volunteer, you have many responsibilities to the agency you are leading. One factor frequently overlooked is your role in culture and organizational effectiveness. This is often left to the Executive or CEO. When the leader creates a positive, functional environment, there isn’t a need for the Board to give it any attention. Problems arise when the Exec or CEO has not created a positive culture and dysfunction begins to take over. 

It can be difficult for volunteers to know when things are “off.” The Executive Director or CEO may be unaware of the toxic environment they have created. Or, if they are aware, they certainly are not going to tell the Board of Directors about it. That’s why it’s important to understand what to look for. As you read this list, note which indicators sound familiar.

10 Signs of a Toxic Organization

#1 Poor Staff Retention

Staff are leaving. A lot. They may say it’s for one reason or another, but we all know that staff do not leave jobs, they leave managers. It’s also a bad sign if there are constant layoffs or firings. This indicates the lack of a strategic plan or vision. 

#2  Morale is Low

There is a lack of motivation. Staff are just “punching the clock”. This is especially disappointing in the nonprofit sector. Staff are drawn to an organization’s mission or cause. When there is poor leadership or a toxic environment, even the most passionate employee becomes dispirited. Additionally, while not the cause, low morale is often exasperated by years with no staff raises.

#3  Poor Communication

There are constant changes in communication, or it’s unnecessarily vague. Staff are confused. Often leaders will “talk out of both sides of their mouths”. For example, in one breath they tell you how great everything is, and in the next one they tell you how they need you to raise more money because of the desperate state of the agency.

#4  Cliques, Exclusions, and Gossipy Behavior

It seems like there’s an “in” group and an “out” group. There is an emphasis on who is considered important in the organization vs. who is not. Staff are talked about in a negative and unprofessional way. Private conversations become known by everyone.

#5  Supervisors are Ill Prepared to Do Their Job 

Any boss who uses tactics such as intimidation, humiliation, playing favorites, false promises, micromanaging, not communicating, unsupportive behavior, or any of the many other outdated and authoritarian methods, should not be allowed to lead people. Supervising staff is a skill and it needs to be developed and nurtured, like any other skill. You can read more about this topic here and here. 

#6  There is No Work-Life Balance

Sometimes staff have to put in long hours, including evenings and weekends. This is common in the nonprofit sector. Especially when delivering programs or events. However, when this is the constant, normal expectation, it’s unhealthy for the employees and for the organization.

#7  Constant Drama

There’s always an issue or crisis to solve. Problem solving is inconsistent and may seem random. What could be minor disagreements escalate and are blown out of proportion. Relationship issues are not managed professionally.

#8  Dysfunction Reigns 

There’s a lack of trust among staff and an avoidance of accountability. Decisions are not made based on what is best for the organization. They revolve around benefiting a few individuals. Transparency is lacking. Often despite the leader believing they are being very transparent.

#9  Staff are “Kept In Their Place” 

As a volunteer you may have limited contact with anyone other than the leader(s). Interactions between Volunteers and Staff are controlled or non-existent. Staff have very little authority.

#10  The Organization Lacks Mission, Vision, and Values

This is not to say that these statements aren’t written down somewhere. This means that they are absent from decision making, strategic discussions, and staffing practices. 

These three elements should drive the work of the organization and should be present at every meeting and in every key discussion. They need to be more than words on a wall. They need to carry the organization forward and serve as the compass for the work you do. 

If any of this resonates with you, I suggest you share these “10 Signs” with your fellow Board Members. Here’s a pretty version you can print and share. Ask around to find out if anyone else sees reason to be concerned. If so, it is your duty to take action. You owe it to the organization you are serving. The community and your constituents deserve the best possible version of your agency. Help make sure they are getting it.

Need help evaluating your organization’s culture? Or do you already know you have issues to address. Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss how I can help you create a culture that will grow your organization and increase your impact! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Improving Internal Communications

Employees are Drowning in Information but Thirsty for Clarity and Purpose

5 Strategies for Improving Internal Communications

When a business or nonprofit is having problems it usually boils down to one of two things: Culture or Communication. Often it’s both. Unless your business does not rely on people, these are two areas that should be given a high degree of intentional thought. Without attention, culture and communication evolve on their own. And it’s usually not very pretty. 

I previously shared about culture in this article and this article, so today I’m going to focus on Internal Communications. Here is a formal definition of what we’re talking about:

A group of processes or tools that are responsible for effective information flow
and collaboration among participants within an organization.

I like to think of Internal Communications in more basic terms: 

It’s how people know what’s going on and what to do. 

Very simply, if you are not being intentional about informing your team members about what is going on and what they should be doing to help reach company goals, it’s going make reaching your goals difficult. Most small businesses and nonprofit organizations do not have the financial resources to invest in a Communications staff person. Therefore, this article is going to go over 5 tactics for ensuring quality internal communications. Before we get to that let’s dig deeper into why it’s important. 

  • First and foremost, leaders need to communicate their vision or the organization’s mission. Every time they are in front of their team they should be articulating their vision. As Yogi Berra said: “If you don’t know where you’re going, you might not get there.” If you do not communicate the direction you are taking the company, there will be confusion – at best. At worst, your people may be actively driving your business in a different direction than you, simply because they don’t know where you’re going. I go into more detail on the importance of vision and vision sharing in this article.  
  • Staff training is a component of internal communications. This is important so that staff (or volunteers) know, not just what to do, but also how and why leadership wants the job done a certain way. Many companies succeed in training a staff person on what to do. Failing to explain how and why is similar to not sharing your vision. In those cases staff will come up with their own way of doing things.

My daughter just started her first “real” job. She’s helping set up for events and weddings. In training her, if they had just told her to set up chairs (what to do), she may have had them all facing the wrong direction. Or she may have put them way too close together. Or put them in socially distanced clusters. By clarifying the vision of how the event should look and the experience they want for the attendees, she was able to do her new job successfully.

  • Communication reinforces culture. Employees can smell a “flavor of the month” leadership initiative a mile away. If you want something to stick, you need to repeat it. Over and over and over again. This is how your values become a deep seeded, integral part of your company’s identity. They become your culture. 

If you are committed to vision (or mission); well trained staff; and creating a strong culture, read on for some simple techniques. 

If you read many of my articles, you will notice that several of the strategies I suggest starts with your mindset. This one is no different. As the leader you need to be committed – 100% – to creating a culture that is built on relationships, trust, and growth. If that’s not where you’re at, you are wasting your time reading my articles. 

Alright, it looks like you’re still reading, so let’s dig into some techniques you can implement, right away, to improve effective internal communications. Since I work mostly with small businesses and nonprofits, it’s important to me to share strategies that can be implemented without a great deal of expense or dedicated staff time. I understand very well that budgets are tight and everyone already has a very full plate. 

1. Staff Meeting structure
No one likes to meet, just to have a meeting. That’s a waste of time and only increases frustration for busy people. We will get to ensuring your meetings are purposeful in strategy #2. Before that, let’s look at the value of a staff meeting structure. If your meetings are regularly scheduled, have an intentional agenda, and start and end on time, these can be the single most effective communications tool in your toolbox.

A strong staff meeting structure gives staff the support of knowing when they will be informed about important company information. It allows leadership to hear from other team members. It provides a team building, problem solving, and education platform. If the words – staff meeting – elicit fear or dread in your company, they are not being used as effectively as they should be.

Every company will have a different structure for their meetings based on size, number of departments, geographic locations, and more. You need to decide what is right for your teams. At a minimum, I suggest the following:

    • Weekly 90-minute leadership team meetings
    • Weekly meetings for next level/department leaders
    • Monthly meetings for part-time or front-line staff
    • Quarterly all staff meetings
    • Regular one-on-one meetings between supervisors and their direct reports

Based on your needs you may add in additional layers or configurations. An annual meeting might be right for you and your business. If volunteers are part of your operations, they should be included in you meeting structure.

2. Plan for outcomes
Building on the staff meeting plan, it’s not enough to have a structure in place. It’s what you do with it that counts. I’m sure many businesses have regular staff meetings, but communication is still lacking. 

Here is where the mindset piece comes in. Meetings are dreaded when there is no agenda, no expected outcome and no plan. So much time is wasted because people are brought together for staff meetings where everyone just goes around and shares what they are working on. Sometimes this is valuable, usually it creates a slippery slope of disengaged employees. 

When planning your staff meeting structure, think about the purpose for meeting and bake that into the agenda. ALWAYS have an agenda. If building relationships between team members is important, include time for that. Is communicating project status important, put it on the agenda. Have problems to solve and issues to resolve, designate plenty of time for that. Again, every team is going to have different needs. Here are my suggestions for agenda items:

    • Transition (from pre-meeting work to meeting mode) – this could be a “good news” sharing, opening thought, or other openers
    • Announcements
    • Review “to do” list from previous week/project updates
    • Company updates – what are we hearing from customers or staff?
    • Issues – identify and solve problems
    • Create and review “to do” list for next week
    • Cascading messages – what needs to be shared with other teams or staff?

As I stated before, effective staff meetings are your most powerful communication tool in your toolbox. It just requires structure and planning. 

3. Staff training system
When training your staff, pretend that the new person is starting their first job ever. This is not because you’re assuming that they are stupid. It’s so that you make sure you consider all the things that will help them to be successful. When you have worked for a company for a while – all the things – become second nature. Those things might not seem like something you need to explain to people. That’s because you live it every day. 

Take the time to consider the what, how and why of each position. Include that in the training. Assuming you are not the person training every single team member, make sure you put the same thought into preparing those staff who will be training others. Ensure that they know and are committed to training the what, how and why as well. 

In addition to training new staff as they come on board, regular on-going training will help reinforce expectations and culture. Your Quarterly Staff Meetings can be very effective in delivering mini-trainings and keeping everyone’s skills and understanding sharp. 

4.  Consistency and reinforcement
Stating things over and over can be annoying. Some leaders feel like saying something once should be enough. However, we have all heard the marketing adage: It takes hearing a message seven times before consumers are aware of it. The same goes with internal communications. This is why leaders should share their vision/mission and values every single time they are in front of their team. Quarterly Staff Meetings are a great conduit for leadership messaging. 

In addition to verbal communications, consider reinforcing messages with visuals or social media. Posters, flyers or social groups can be used to amplify the importance of strategies, reinforce processes and systems, and to communicate initiatives or changes.  

5.  Ramp it up during change or crisis
Anyone who was part of any organization when the pandemic hit in spring of 2020 knows the importance of internal communication. Were staff kept informed of how the global changes were impacting the company? Was everyone clear on changes that were being made and why? Did all team members have the information and resources to feel competent and supported in their role? Crisis tends to shine a very bright light on the quality of internal communications. 

During a crisis, having a staff meeting structure in place isn’t enough. Consider adding weekly or even daily calls to bring everyone together. Even if there are no new updates, your people need to hear from you and connect with each other. Increase your one-to-one conversations with your direct reports (and expect it from everyone else). Even a 5-minute conversation will do wonders to help your staff to feel connected, included, and valued. Send out weekly communications with status updates and talking points. Your staff will be asked questions. Make sure they are well prepared to give good answers. 

“We don’t grow when things are easy, we grow when we face challenges.” ~ Joyce Meyer 

These same principles apply when you are driving a change process in your organization. If you’re implementing a change: plan it intentionally; repeat yourself on the what, how and why; and ramp up your communication throughout the process.  

Bonus!

I have two last “bonus” points that I want to make. First, while this article is largely about leaders communicating to the rest of the team, internal communications are about both speaking and listening. Opportunities to gather feedback both formally and informally is equally important to a healthy internal communications system. Truly listening, then processing the thoughts, ideas and concerns of your staff will create a culture where they want to do the same for you. 

Second “bonus” point: internal communications improves external communications. When your staff feel informed, valued and respected, the positive external communications they will spearhead are public-relations gold. Organic positive conversations about your business are priceless and cannot be manufactured or bought. Committing to a strong internal communications game will elevate your external communications without you having to lift a finger. Additionally, handling internal communications well during a crisis, will amplify trust both within your team and in the larger community. 

Need help creating an internal communications plan that is right for you and your team? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos and improve internal communications so you can find time to focus on what’s important to YOU! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Diversity, Equity, Inclusion: Three Simple Steps to Get Started

Diversity, Equity, Inclusion

There are many voices out there on this topic. Many are going to be more qualified than me to speak in-depth on Diversity, Equity and Inclusion. In this article I will be sharing my perspective along with some thoughts on how to start these conversations in your workplace, or even in your family or friend group.

I had the honor of serving my community through the YMCA for several decades. The work I lead and was involved with was important and impactful. One initiative from the YMCA of the USA that I have been very impressed with, and have carried with me throughout the years, involves their work on Dimensions of Diversity. This work has resonated with me because it goes far beyond gender, skin color, and age. Those are big and often obvious categories, which over-generalize who people really are. Generalizations are necessary for studying trends, creating non-discrimination policy, and supporting marginalized groups; however they create problems when we use them to lump all people together. 

While working with a client recently, she shared her story of being a young black woman who excelled in the violin. For a long time she felt like an outcast. “Black people don’t play in the orchestra” was something she heard and felt on a regular basis. In discussing her experience she used this phrase:

Black is Not a Monolith 

Having only heard the word “Monolith” recently in relation to the one discovered in Utah last summer, I did a bit of research. Apparently it’s a phrase that’s been around for a while, and has resurfaced with the release of Lena Waithe’s Queen & Slim. While I have not seen this movie, it sounds like the phrase is used to express the fact that all black people are not necessarily from the ghetto. Essentially, black people come from all kinds of communities and backgrounds. When you think about it, that doesn’t seem like something that needs to be stated. However, it’s human nature to try to categorize and simplify things we don’t understand. 

 In talking further with this client, she shared with me that she was from a small town. She told me her town “only had four high schools.” This is when the complexities of diversity really struck me. My town had exactly one high school. In fact it had exactly one school of any kind, Kindergarten through 12th grade. In the years since I graduated they have added a preschool. Still one school. As a member of the tiny little Generation X, my graduating class had 26 people in it. 

This started me thinking about other personal experiences where the diversity in our backgrounds was very striking. When I worked in Chicago one of my staff, a woman in her 40s, had never had a drivers license. Or a car. She taught me how to use the bus and the L – explaining routes, lines and transfers – from memory. Growing up on a farm I wouldn’t have been able to participate in afterschool activities, have a social life, or a job without a license and a car. It was unimaginable to never have a car or a license. Growing up the way she did, she couldn’t believe I’d never used public transportation. 

These experiences and reflections keep bringing me back to the Y-USAs Dimensions of Diversity. Looking at one dimension of a person and defining them by it is part of our society’s problem with embracing diversity. It leads to limiting beliefs and stereotypes. All black people are fill in the blank. LGBTQ+ people never fill in the blank. People living in poverty are all fill in the blank. Women just aren’t meant to fill in the blank. None of us should be defined by one aspect of our identity. Least of all marginalized groups. 

Today, many companies and organizations are in the position of knowing they need to “do better” with diversity, equity, and inclusion; but they might not know where to start. This is understandable; it’s a huge, complex and often controversial topic. I’d like to offer you three simple steps to get you started. These can be implemented with no cost, no additional staff or resources, and very little change to your operations.

  • Mindset – leadership commitment

First and foremost, the leadership of the business or organization needs to be genuinely committed to shifting the culture. The top leader especially, but also the leadership team needs to believe in the importance of celebrating diversity, valuing equity, and driving inclusion.

In order to ensure that you are ready for this, it will likely require some challenging conversations as a team. The discussion must go beyond: “Is everyone good with this?” Each and every leader needs to be committed to driving change, supporting difficult conversations and situations, and being an agency-champion for this transformation. If every single person isn’t 100% on board, the leader has a decision to make. Does she/he postpone this initiative until the timing is better or do they make the changes needed to create the leadership team that will move the company needle on DEI. 

  • Commitment to understanding

As you begin your initiative around Diversity, Inclusion and Equity, one of the first tenements to establish is the commitment to understanding where people are coming from. Impressing upon staff the importance of listening and being open to understanding the journey their co-workers are traveling is key to building your foundation.

It doesn’t matter what other people think about Meghan Markles’ skin color. If she identifies as black, that’s a dimension of who she is. Self-identification is up to the individual and it doesn’t matter if other people agree with it or not. Supporting DEI means accepting others as they identify, and striving to understand.

The leadership sets this expectation and supports staff as they work to learn and grow. They also watch for those team members who are resistant to this change and take action with anyone who is not a match for the culture they are trying to create.

  • A little bit of time in each and every staff meeting

The first two steps are really about mindset, setting the tone, and creating a culture. This one provides action items you can take and use right away.

The most valuable communication tool that leaders possess is the staff meeting. If your staff meetings are not important, engaging, effective, and driving communication and culture, consider reading this. Incorporating mini-activities into your team meeting (and every other staff meeting in your company) can start the exploration of diversity, equity, and inclusion with the broad base of your business.

Hopefully your staff meeting includes some sort of a transition or opening. This aspect of your meeting is meant to help team members shift from whatever-they-were-doing-before-the-meeting to full-on-meeting-mode. Good things to include in this phase of the meeting are things like:

  • An opening thought
  • Check-in
  • Company headlines
  • Celebrations

In order to get everyone thinking about the diversity of their team, consider adding a “backstory question.” This tool can be fun, but at the same time it helps everyone to start to understand more about their teammates. If time is tight this activity can take as little as 2-minutes by doing it “whip style.” Or if you want, you can add a reflection component to dig deeper.

Here’s an example:

  1. Have everyone go around and share what their first job was and something they learned from that job that they still utilize today. If you have 10 people in the meeting, this will probably take 5-minutes at the most.
  2. Those wanting to dig deeper can pair people up (preferably connecting those with the most differing first jobs, like walking beans with interning at a magazine).
  3. Have one person spend 2-minutes asking the other person questions about their first job.
  4. After their time is up they switch roles.
  5. You can close with a group reflection on what they learned about other people that may have surprised them.
  6. Doing the full activity will take a maximum of 15-minutes.

Here’s a list of ideas of backstory questions you can use to get started:

  • What was your first job? What did you learn that you still use today?
  • How did you get to school when you were little? How was that the same or different from other kids at your school?
  • What’s the first team you remember being part of? How did that experience shape you?
  • How many kids were in your family? Where are you in the birth order? What does that say about you? 
  • What was your favorite subject in school? How have you carried that with you? 
  • Share about the kind of home you grew up in? 
  • How did you decide what you wanted to do for a living? 

As time goes on your questions can progress towards being more probing. Another idea is to have volunteers come up with questions for the next meeting or create a sub-group of volunteers to work on questions and activities.

As you and your team become more comfortable exploring diversity there are many more activities you can incorporate and initiatives you can drive. Sometimes getting started is the hardest part. Hopefully these simple steps can spark the beginning of your journey. 

Need help creating a plan that is right for you and your team? Want an outside resource to facilitate crucial conversations around DEI? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss ideas that will help you get started. Calm the Chaos and create a great culture so you can find time to focus on what’s important to YOU! 

 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com