Top 10 Reasons a Nonprofit Organization Does NOT Need a Board Consultant

With inspiration from the Late Show with David Letterman, this week’s article is all about the reasons why an organization might NOT need a Consultant to help with their Board of Directors. Counting backwards from 10, here we go:

The #10 reason a nonprofit would NOT need a Board Consultant:

All board and leadership staff have been trained on the philosophy behind nonprofits and their governance. Understanding the different roles of the agency leadership is key to being effective. Furthermore, it helps each volunteer and staff know and understands their role in leading the organization. 

The #9 reason a nonprofit would NOT need a Board Consultant:

The agency has established strategies and regularly monitors progress towards them. There are strategies tied specifically to the work of the volunteers in advancing the organization. 

The #8 reason a nonprofit would NOT need a Board Consultant:

One or more volunteers is actively paying attention to and driving the health and culture of the board. Not giving attention to the culture does not mean that one doesn’t exist. It simply means that it has evolved on its own. Without intentionality, a culture generally does not move in a positive direction. Additionally, this individual or group can establish systems to drive board accountability and productivity. 

The #7 reason a nonprofit would NOT need a Board Consultant:

Board meetings are super productive and well attended. Fifty percent of the meeting content is made up of generative discussions where all volunteers contribute. 

The #6 reason a nonprofit would NOT need a Board Consultant:

Governance volunteers understand and own their responsibility for the success of the organization. The board owns the success of the agency in the same way that the owner of a for-profit business owns its success. 

The #5 reason a nonprofit would NOT need a Board Consultant:

The board and staff leaders partner to drive the success of the agency. While, technically, the board supervises the Executive Director or CEO, the dynamics need to be more of a partnership. Neither governance nor operations can be effective without partnering with the other. 

The #4 reason a nonprofit would NOT need a Board Consultant:

Board members and staff can see the connection between the work they do and the mission impact they provide. Connecting the dots between tasks, projects, discussions, and programming with the mission and strategies of the organization motivates and maintains focus. 

The #3 reason a nonprofit would NOT need a Board Consultant:

Serving on the Board of Directors is a two-way street, where volunteers contribute, and also benefit. Any agency that just has their hand out looking for what their volunteers can give, will likely struggle to keep volunteers. Benefits to the board members include personal growth and development, networking, mentoring, recognition, and more. Sometimes they even get some really great agency swag!

The #2 reason a nonprofit would NOT need a Board Consultant:

The agency doesn’t really need to think about their future or impact. This may be the case if an agency has a crystal ball and can see the future. Or if they are really close to achieving the mission and vision of the organization and their work is almost complete. 

And, the #1 reason a nonprofit would NOT need a Board Consultant:

The organization already has more money, partners, supporters, volunteers and staff than they need. In this situation, an organization might not need a strong and healthy board to tell their story, raise money, forge relationships, and advance the cause. Good for them!

All of this being said, the clients that are doing a good job with their Board of Directors, and want to continue to get better, are some of my favorites. Every board has the potential to grow and improve. Making our world a better place is hard work. The better the health of a board is, the more equipped it will be to make a difference!

When we are working to grow and improve, an outside perspective can be beneficial. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

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

Think of your Board of Directors as an Adult Leadership Program

When I was an Executive Director with the YMCAs, I had Program Directors who ran our programs – things like day camp, youth sports, teen leaders, etc. Other organizations probably have similar roles, people who run programs, services, do case management, etc. A couple of months ago I shared an article on effective board meetings. In it, I talked about how I think of the Board of Directors as an Adult Leadership program that the Executive Director leads. 

Our youth programs would teach kids things like teamwork, sportsmanship, and how to develop healthy relationships. Similarly, our Board of Directors helps adults to develop their presentation and collaboration skills, it teaches them how to problem solve and advocate for things that are important to them, and it gives them a connection to their community that they might not otherwise have. 

When we think about our boards in that light, it shifts how we think about the structure, functions and activities of the board. It also helps us shift from a one-way street to a two-way street. If we just think about the board as being there to serve our organization, it’s a one-way street – what can the organization get out of these people? When we consider our work with the board as a two-way street we start to think about how the work engages and develops the members of the board. 

In planning a youth development program, the director needs to consider these components: 

  • Objectives and Purpose
  • Target Audience
  • Program Structure and Activities 
  • Curriculum and Content
  • Resources and Materials
  • Staff and Volunteers
  • Budget and Funding
  • Outreach and Recruitment
  • Evaluation and Assessment
  • Safety and Risk Management 

Let’s look at each and see how these planning components can apply to running an Adult Leadership program, AKA the Board of Directors. 

  • Objectives and Purpose

    • Clarify what you want the organization to get out of the program AND what you want the participants to come away with. Will they experience skills development, personal growth, community engagement, network building, leadership skills, personal fulfillment, etc? 

  • Target Audience

    • Who and what does your organization need in order to advance the work on the cause? Think about the skills, passion, connections, characteristics, and demographics of the people you want on your board. If the people on your board do not possess the qualities that you need, how can you help them to level-up?

  • Program Structure and Activities 

    • What are you going to have your board members do? It’s not enough to just have them come to board meetings for a sit & get. Incorporate opportunities for every board member to speak and contribute. Think about engagement opportunities outside of board meetings; such as committees, task forces, program observations, community outreach, public appearances, and more. Ideas for engaging your volunteers at a higher level:
      • Provide experiential learning to help grow their knowledge of the cause
      • Give them research projects or reading to do and report back to the larger group
      • Have them interview experts in your industry and share their learnings 
      • Give them the opportunity to conduct mission moment interviews and share the impact the organization is having
      • Delegate the facilitation of a discussion topics to someone other than the board chair
      • Additionally: opening thoughts, timekeepers, and committee reports are all roles that volunteers can step into 

  • Curriculum and Content

    • The content of board work should tie back to the mission and strategies of the organization. By including volunteers in strategic planning and tying those plans back to the month-to-month work of the board, you actively engage your board in advancing the mission. In addition, consider the opportunities you are including for your volunteers to grow. You might include:
      • Formal or informal training on things like: board governance, community initiatives, leadership skills, industry trends, etc. 
      • Board mentoring
      • Presentation opportunities
      • Networking 
      • Mission education and connection

  • Resources and Materials

    • This involves ensuring that your volunteers have the information available to do their job as a board member effectively. That can include an onboarding process, access to historical information, agendas and reading materials distributed in advance, and staff or volunteer support.

  • Staff and Volunteers

    • In order to ensure that the adult leadership program is effective, it requires staff or volunteer monitoring. Often the Executive Director is the leader who ensures that the program runs according to design. A Board Development committee or a Board Governance committee can (and should) help with planning, executing, and evaluating the work of the board. 

  • Budget and Funding

    • Just like with any other program, potential expenses need to be considered. Do you need to rent space for meetings, provide meals or snacks, purchase name tags or shirts, host socials, etc? Meals or other refreshments can serve as a great strategy for bringing people together and providing informal networking. 

  • Outreach and Recruitment

    • I hardly ever talk to a nonprofit leader that doesn’t ask me how they can find and recruit good board members. It’s important to acknowledge the fact that a professional and highly productive board can be one of your best attraction and retention tools. When people are excited about serving on your board and they believe their time is being used valuably, they will want to get others involved. And, the opposite is true. If meetings are unproductive and poorly organized, they can repel prospective board members.

  • Evaluation and Assessment

    • Again, this is often led by the Executive Director, and it is great to enlist the Board Development committee with this process. Good questions for the group to discuss include:
      • How effective was our last meeting?
      • Did we engage all members?
      • Are volunteers actively contributing?
      • What can we do to make the next one better? 
      • Are there any “off-line” conversations that need to happen? 
      • Are we meeting our objectives in regards to adult leadership development? 
      • Are we moving the needle on the work of the board towards our strategic objectives? 

  • Safety and Risk Management 

    • Serving on a board is usually a fairly low risk program in terms of physical safety. Unlike providing swimming or camping programming! To make sure that your volunteers are protected, all agencies should carry Directors & Officers (D&O) insurance. Additionally, ensuring that you create a culture where it is safe for people to step outside their comfort zone is key to helping them grow. No one grows when they do not feel safe. 

There’s no question that our best volunteers are the ones who give their time and energy to our organization out of a passion and desire to give back. And that is still super important. But if we are only thinking about what we can get out of our board members, rather than what we can give them, we are missing an opportunity to further develop the adult leaders we interact with and who care about making our world a better place. 

Every nonprofit is different and has unique needs and challenges. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss your organization’s Adult Leadership Program. 

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

 

Nonprofit November ~ Week 2

Week 2 of my Nonprofit November project is here! Each weekday in November I am interviewing a different nonprofit agency in our community. I am sharing what I learn with you, in hopes that you learn a little something, and maybe even get inspired to connect with a cause or agency that sparks your passion.

Thanks so much for reading! Please share with others who you think may be interested. Let’s spread the word about the impact these amazing agencies are providing to our community.

Stranded Motorist Fund

When we think of helping those in need we often think of housing assistance, meals or food pantries, or even clothing closets. A safe, reliable automobile is usually not the first thing that comes to mind. But in an area where public transportation is lacking, it can be a huge barrier to accessing work, school, community, and more. 

During the course of 2020, Dan Adam, owner of Adam & Son, saw this need skyrocket. That led to the creation of A&S Stranded Motorist Fund. Through partnerships, internal funding, and customer donations, Adam & Son is helping to make sure there are fewer stranded motorists on the side of the road. By assisting with repair costs and necessary maintenance they are helping low income individuals and families to keep their vehicles up and running.

Scott Gill, the Brand Manager for Adam & Son, shared that their biggest challenge right now is that their need outweighs their current capacity. There are just not enough funds to help everyone who needs it. They are constantly looking for additional funding sources. If you are interested in making a donation or learning more, go to: https://adamandson.com/smf. 

In addition to financial contributions, occasionally the Stranded Motorist Fund has had the opportunity to receive a car donation. They have been able to spruce it up and donate back out to someone with that need. Scott would be interested in visiting with anyone who would like to know more about the incredible impact they are having on our community. Connect with him here. 

 

Kids on Bikes

As a cyclist, I was super excited to learn more about this organization! Having a bit of an understanding of their Mountain Bike Camps and some of their partnerships, I thought I knew what the organization was about. I’ll tell you right now, I was wrong! 

Kids on Bikes was founded to address the childhood obesity crisis in our community. In El Paso County over 58% of kids get less than the recommended 60-minutes of physical activity per day. In fact, the 2015 Colorado Health Report Card indicated that kids average over 7 hours of screen time a day and only 7 minutes of active play outdoors. Childhood obesity has grown by 300% in the past thirty years as the number of kids walking or biking to school has plummeted from 50% to just 13%. 

Earn A Bike is the original, signature program for Kids on Bikes. Executive Director, Daniel Byrd shared their belief that all children deserve the opportunity to experience the joy, freedom and independence of riding and owning a bike. Additional programming that supports that vision includes their Mountain Bike Camps, Bicycling Education, the Pedal Station and community rides. 

With a goal of getting kids active on bikes for as long as possible, the biggest challenges they face are staff capacity and a shortage of bikes, equipment and parts. To donate, volunteer, or just learn more go to https://kidsonbikes.net/get-involved or reach out to Daniel directly.

 

Day Break ~ An Adult Day Program

I had the opportunity to tour this Adult Day Program, located in Woodland Park, a while back. I was so impressed with the amazing work they do and care that they provide, that I wanted to make sure I included them in this project. 

Founder and Executive Director, Paula Levy shared that Day Break serves to address two distinct, critical social needs. First, there are the clients aged 60 and older who cannot live independently. Through Day Break they connect with their community, access wellness and self-care services, attend outings, and maintain connections with their peers. 

The second issue they address is providing much needed respite for caregivers, giving them time to refresh, recharge, and regroup. By taking some of the pressure off caregivers, Day Break helps to postpone the transition to assisted living, prolonging health and life for the senior. 

Paula’s passion for serving our older community members is what drives the work of Day Break. Because of that, Day Break is so much more than “day care for seniors”. Staffed with CNAs and numerous volunteers, programming is designed to meet the needs of the aging clients and enrich their quality of life. Services are fee based and supplemented with grants and donations. 

The theme of the day seems to be – more need than capacity. Day Break is no different. As a state licensed care facility they are limited on the number of clients they can serve at a time. Paula and her board are currently working to find a larger space in order to expand their services. If you are interested in getting involved as a donor or volunteer go to: https://www.daybreakadp.com. Additionally, Paula is always seeking opportunities to get out and speak to the community about their work. If you have a speaking opportunity email her directly to set something up.

 

Hope Advanced

Tim and Brownie Richardson work with the Broken, Busted and Disgusted. They connect with folks who are down on their luck and surround them with the resources, support and connections that will help them move down the path of their best life. 

When asked how they do this, Tim said that it’s different for everyone. Everyone’s situation is different, so there isn’t one solution that will help them all. Through intense listening and empathy, clients are able to come to terms with their past, then leave it behind. The goal is to get them focused on their next steps.

For some people this means helping them to access services such as housing, clothing or food. For others they need counseling to help them determine their path. Still others need to surround themselves with people who will support them in a positive way. Hope Advanced provides all of this, with the focus on finding forward movement. 

The vision is to add programming to provide job opportunities, as well as to expand to a nationwide agency serving people across the country. With many funding and volunteer opportunities, you can get connected by going to https://yourhopeadvanced.com or reaching out directly to Tim and Brownie.

 

Becky Baker Foundation

In 2017, Becky Baker lost her battle with Breast Cancer. In her final week’s, Becky made the comment that she was disappointed that no one would remember her name. Since then, Becky’s husband Rick has been on a mission to ensure that no one could possibly forget her.

The Becky Baker Foundation provides access to mammograms and thermograms for low income women, eliminating the financial barriers that could cost them their lives. In the 3+ years since its inception, the Foundation has provided over 2,700 screenings, as well as prevention education programming.

The biggest challenge Rick sees is what he calls “Pink Washing”. Agencies, organizations, and products use this cause to make money, compromising the reputation and integrity of philanthropic efforts fighting breast cancer. Rick encourages people to do their research when considering a cause to support.

If you would like to learn more about the Becky Baker Foundation or get involved, please visit their website. I also encourage you to check out the fundraising efforts associated with #golf4prevention. Lastly, Rick wanted me to close with this plea:

“Please go get your screening!”

 

Want to learn more about how you can have a lasting impact on your community? Email me at kim@athena-coco.com to connect for a free 30-minute discovery call or check out this article on how to be a community superhero. In order to save the world, nonprofits need superheroes like you to help them have the kind of impact they exist to deliver. 

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

Self-Advocacy is Self-Care

Recently a friend mentioned that she has been hearing from several people seeking advice on their jobs. Specifically, women are asking things like:

  • Are they being paid what they’re worth?
  • How should they ask for more money?
  • Is their title appropriate for the work they are doing?
  • How to ask for support when not being given the resources to do their job effectively?
  • Should they negotiate? How? 

This conversation got me thinking about self-advocacy as a component of self-care. While self-care is an extremely fast growing industry, only 32% of women and 39% of men report making time for it.

Self-care is defined as: 

The practice of taking an active role in protecting one’s own well-being and happiness, 

in particular during periods of stress.

Most people think of self-care as taking bubble baths with scented candles while sipping green tea. That is definitely nice and one way to pamper yourself. Today I want to talk more about protecting one’s happiness during periods of stress. 

Self-Advocacy can be defined as: 

The action of representing oneself or one’s views or interests.

Whether at home or work, if we’re not representing ourselves and our best interests, we are likely compromising our well-being and happiness. Not asking for (or insisting upon) what we need for our well-being or happiness is going to create stress. When we think about self-advocacy as a form of self-care, we see the importance of advocating for ourselves. 

The Great Resignation

We are in the midst of what has been called the Great Resignation. Employees throughout the country have become fed-up with their current situations. Whether it’s their pay, the culture, or they have visions of something more for their career, people are leaving the workforce at a tremendous rate. Employers are struggling. Businesses are being forced to reduce their hours, limit their services, or compromise the quality of services or products they deliver. Everyone is hiring and struggling to find the staff they need to run their business. 

As a result of the Great Resignation, employees are in a very good position. Employers do not want to lose the quality staff they have. While they may have previously been closed-minded when it comes to accommodating their employees, supervisors (who want to keep staff) are listening and compromising. 

When, Why and How

When it comes to advocating for ourselves, it’s worth considering these three questions – When does it make sense? Why is it a good idea? And how do we do it? Let’s walk through each of them.

When: Generally speaking, there are a few conditions that should exist before you start pushing for more in your job. These may not be true 100% of the time, but when they are you will have a better chance at success. 

  • You’ve been in your position for six months or longer. If you have not had the opportunity to prove your value, it might not be the best time to ask for more. Leaders who have a traditional mindset may look negatively upon those who expect more when they haven’t really “cut their teeth”. Those who have been doing quality, results-driven work for a while will be in a better position to negotiate. 
  • You’re delivering quality work that is respected. Employees who are struggling to meet expectations or manage their workload, need to focus on improving their quality of work before they start negotiating for more. Staff whose work is recognized and driving the business towards their goals are in a good position to advocate for themselves. 
  • You are providing skills or services that are valuable to the business. If the company could get along without your position, you’re not in a great negotiating position. In fact, in this situation, you may want to consider taking on more responsibilities. Seek out ways to make yourself indispensable. 
  • BONUS ~ You are willing, and able, to walk away if you do not get the response you are hoping for. This situation gives the employee all the power. Knowing you could easily find another job, or survive without one for a while, helps you become extremely confident. Confidence is a great tool when self-advocating. This is your ideal situation. 

Before asking for things like more money, additional flexibility, or position advancement, make sure the conditions are right. Otherwise you run the risk of appearing as if you are disconnected from reality. 

Why: When conditions are right, there are many reasons to advocate for yourself. We usually think of pay, position, or titles, but there are several reasons to start a conversation representing your views or interests. 

  • Speak-up for yourself – Now is a good time to start speaking up if you haven’t been. Share your ideas and push to be heard. Bring up the challenges that make it difficult for you to be productive and effective. Find your voice!
  • Gain access to information – It is also a great time to push for additional transparency. Having access to the right information can make a big difference in your ability to do your job well. Transparency empowers employees to be better advocates for the company, and strengthens their commitment. Ask lots of curious questions and push to expand your understanding. 
  • Gain additional support – Good employees often find their workload expanding. As they produce quality work and as other staff leave, more and more may be allocated to the ones who stay. This can provide the opportunity to demonstrate your skills and your commitment to being a team player and advancing the company. However, there comes a time when you cannot take on more or where you are being taken advantage of. Consider requesting additional staff, technology or outsourced services to help you manage your workload. 
  • Asking for help – There may be any number of things that could make your job more manageable. Flex time. Job sharing. Additional training. Mentorship or a sponsor. Skills development. If it’s going to help you to be more productive and happier at work, bring your ideas forward. 
  • Rally for advancement – Advocating for your personal advancement can be great for your career. It alerts leadership to your desire to grow with the company. Quality management develops a deep bench. It’s very helpful for them to know who is committed to being included in their plans. If you are ready for your next step now, this is an excellent time to state your case and gain a position on management’s radar.
  • Request a salary and/or title increase – There are a few conditions here that are key to a successful conversation. First, if the organization is struggling to make payroll, asking for a raise will make you appear out of touch with reality. A sinking ship will not be in position to give raises or promote their staff. Second, if you are already at the top of the pay scale or compensated better than your peers, you run the risk of presenting yourself as self-centered. On the other hand, employees not compensated consistently with others doing the same work can justifiably start these conversations. 

How: Once you determine that conditions are right and you have good reasons for self-advocacy, the next step is to process how best to move forward. 

  • Mindset: The very first step in advocating for yourself is knowing your worth. Challenge your own thoughts of self-doubt. Know that you are worthy and deserving of the things you are asking for. Additionally, know that everything is negotiable. Leaders expect these conversations. Lastly, realize that if you don’t get everything you ask for, that is part of the negotiation process. It’s a give-and-take. 
  • Organize Your Thoughts: Think through what will improve your situation. Process how the changes will also benefit the company. Organize your thoughts in a way that communicates both your needs and speaks to the needs of the organization. Leaders make decisions based on what is best for the business. That is their job. Help them see how your proposal is good for the bottom line. 
  • Practice: Practice with a friend if possible, and ask for feedback. At a minimum rehearse in a mirror. Along with practicing, think through the various scenarios that could arise. For example, if your boss is known for interrupting, practice refocusing the conversation. 
  • Focus on Facts: Women tend to tie our emotions to everything. This isn’t at all a bad thing; however, some supervisors view it as a weakness. By focusing on the facts we keep the conversation on track. 
    • For example: I have taken on X, Y, and Z, yet have not received a raise in 2 years. 
    • Rather than: I’m frustrated and don’t feel appreciated. 

If emotions do bubble up, it’s appropriate to ask for a moment to collect yourself, so you can refocus on the point of the conversation.

There is a lot that goes into self-advocacy. Frankly, there isn’t one right way to go about it. Every situation is different and everyone’s personality varies. The act of self-advocating is a success, regardless of the progress you make towards your requests. This content is meant to give you a framework for increasing your self-advocacy. And as a result, expanding your self-care. If you would like to read more about why self-care is so important for leaders, back in February I wrote this article. 

Want to discuss your opportunities for self-advocacy? I would love to help! Email me at kim@athena-coco.com to connect for a free 30-minute discovery call. Also, I am hosting a discussion on Women’s Self-advocacy on Wednesday, November 17th at 5:00 pm. Email me if you are interested in joining the conversation. 

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

How Nonprofits will Save the World!

We are living in some crazy times, amirite? The pandemic, our nation’s political divide, racial tensions, climate change, the list goes on and on. These are big issues with complex solutions! And while our government, business, and science are all working on finding the answers, I’d like to suggest we put our hope in nonprofit organizations. 

What is a Nonprofit?

In case you’re not clear on what qualifies as a nonprofit organization, here’s the formal definition: 

A nonprofit organization is a legal entity organized and operated for a collective, public or social benefit, in contrast with an entity that operates as a business aiming to generate a profit for its owners.

In a nutshell, nonprofits exist to make the world a better place. No one makes money as a shareholder of a nonprofit. However, it’s appropriate for staff to be paid a livable wage. When a nonprofit makes more money than they spend, those dollars are invested right back into the business. 

These organizations are led by volunteer Boards, rather than shareholders. Board members are community members invested in the positive impact the organization has on their community. The intention of a volunteer Board is to represent the community and the organization’s constituents. 

Since no one is getting rich from a nonprofit organization, decisions are made differently. While a nonprofit business must operate in a business-minded, fiscally responsible manner, they do not exist solely to make money. Therefore, leaders can make decisions that genuinely put their mission and beneficiaries first. 

Nonprofit Impact

The 1.3 million charitable nonprofits in our country help to feed, heal, shelter, educate, inspire, enlighten and nurture people of all ages, backgrounds, genders, races, and socioeconomic positions. Nonprofits make up 5.3% of the GDP and 9.2% of all salaries and wages in our country. It’s a trillion dollar industry. Total charitable giving is over $390 billion annually. 92% of nonprofit organizations are small community-based agencies, serving local needs. 

There’s a good chance that everyone reading this article has been impacted by a nonprofit. If not directly, then definitely through a family member. Here’s an abridged list of the many ways nonprofit organizations improve lives and communities:

  • Nearly half of the hospitals in America are nonprofit
  • The March of Dimes and nonprofit scientific researchers provided vaccines in an effort to eradicate polio and other diseases
  • YMCAs, JCCs, Red Cross and Scout Camps teach children how to be safe in and around water
  • Life skills like conflict resolution and teamwork are taught through Girl Scouts, 4H, Little League and other youth development organizations
  • There are nonprofit preschools, grade schools, high schools, colleges and graduate schools; as well as nonprofit scholarship funds
  • Our right to vote, to an education, to travel, to equal treatment under the law, and other rights are secured and protected by nonprofit organizations
  • Historic treasures and natural resources are preserved by nonprofits
  • Many cultural centers are nonprofits, such as the San Diego Zoo, the Museum of Science and Industry in Chicago, and the Metropolitan Museum of Art in New York City
  • The clean air we breathe in tobacco-free restaurants is thanks to the work of public health nonprofits
  • Countless art installations, musical concerts and theatrical presentations are shared every year due to the work of nonprofit art agencies

To sum this up, nonprofits foster civic engagement and leadership, drive economic growth, and strengthen the fabric of our communities. All day. Every day. 

So Exactly How will Nonprofits Save the World?

Maybe that’s a bold statement. But here’s what I have seen in my 30-years leading nonprofit organizations. Well-run organizations bring people together for the greater good. They pull people together for walk-athons and to collect school supplies for kids in the community. They draw on the community leadership to raise money for much needed facilities and programs. And they connect people from all social levels in a community to come together and make their community the best it can be. 

Will that save the world? I think so. Lucy Christopher said:

“It’s hard to hate someone once you understand them.” 

This is what nonprofits do so well. They exist for the community. Therefore, to really be effective, they need to bring the community together. They bring together people from all different backgrounds in order to make decisions that serve the whole community. 

When you work side-by-side with someone to address a critical social need that will strengthen your community, you build relationships. You start to understand what makes them tick. And whether you agree with them or not, you develop respect and compassion towards them. 

I understand that we will still need complex solutions to the issues facing our country. However, we can start small, in our own communities, and work on our local challenges. From that we can foster respect and understanding. And that’s what I believe is key to moving forward as a nation. 

Know of a nonprofit organization that needs help engaging the community? Email me at kim@athena-coco.com to connect them for a free 30-minute discovery call. In order to save the world, nonprofits need superheroes like you to help them have the kind of impact they exist to deliver. 

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 Great Resignation and What to Do About It

It’s safe to say that businesses that employ staff are struggling right now. There are exceptions, but this is a very clear trend in staffing right now. The easy answer, that many like to point to, is the extra unemployment benefits that have been provided during the pandemic. I’ve heard it said that these benefits have made people lazy, and that they just don’t want to work. I think there’s a whole lot more to it. 

What I believe the extra benefits have done is give people options. Those who used to feel stuck in jobs they didn’t like, have had the opportunity to look for jobs with more money, more flexibility, and more happiness. They are starting businesses, going back to school, or using the financial cushion to find a job that aligns with their passions and values. 

Employees leaving jobs to pursue something new implies a few things:

  • They don’t believe their time is valued by their employer
  • They don’t feel fulfilled by their job
  • Their needs for flexibility and work-life balance are not being considered 
  • They are not happy

Recently I read a report on this very topic (shared with me from my fabulous friend and Coach Beth, Unlimited Potential). What I found most interesting is the connection between people leaving and manager burnout. It turns out, people who are stressed, overextended, and depleted, don’t make great staff leaders. 

In addition, many companies overlook training managers to be supervisors. Often new leaders are elevated to their position because they were good at their previous role. So now they will supervise others doing that job. What a tricky position to be placed in! Especially if the new supervisor has never experienced quality supervision themselves. 

When these two factors are combined it becomes pretty clear why people are leaving their jobs. And it makes it even more important for business leaders to be proactive about taking care of their people.

Right now, the struggling companies are searching for a quick fix to their staff shortage. Some are finding success with things like hiring bonuses and referral rewards. However, I don’t think these will fix the problem long term. In order to do that, leaders need to acknowledge the HUMAN in Human Resources. 

This means acknowledging the following and using it to drive decisions and policies:

  • Staff want to be respected and valued
  • Supervisors need to be trained on how to lead people
  • Employees at all levels should be able to find work-life balance
  • It starts at the top

Respect & Value

Showing your staff that you respect them and value them is a baseline for retaining them. Different positions in a company will be paid different amounts based on the level of responsibility, expectations, and the experience and expertise needed. That doesn’t necessarily make the people at the top of the organizational chart more important than those further down. In fact, businesses who lift up their front line staff for the valuable work they do interacting with customers, experience better retention. “Lifting up” means paying a respectable wage, valuing ideas and input, treating them with dignity, and actively seeking ways to make their jobs better. 

Train Your Supervisors

Some people are naturally gifted at leading others, but even those folks need guidance. Supervisors need to know company expectations regarding how to treat staff, boundaries, communication, and more. I believe the middle manager is often the most important role in a business. They are often young leaders rising through the ranks, and they usually supervise front-line staff who are representing your company to the customer and the world. Great supervisors will grow their staff and develop dynamic teams. 

Work-Life Balance

As presented in the report mentioned above, burnout can play a key role in employee attrition. Burnout is usually the result of a person feeling like they have more to do than they could ever get to, even if they worked 24/7. It is often exasperated by a lack of support. A Work-Life Balance culture is one that ensures:

      • Jobs are “right-sized” – roles are evaluated regularly to ensure the expectations are reasonable for one person to manage effectively. 
      • Staff are in the “right seats” – people are well matched with jobs that utilize their skills and knowledge. 
      • Balance is encouraged – employees know their health, well-being, family, and social life is important to the organization. 
      • Employee health is a discussion topic – leadership is interested in how employees are doing, but individually and as a team.

Leadership Sets the Tone

Companies wanting to improve staff retention by improving culture need to start at the top. Words are hollow if the leadership of an organization doesn’t follow suit. Those at the top can do more to retain staff than any policy or statement they could make. They do this by talking to staff at all levels to learn, grow and improve the company. They do it by role modeling, taking time for themselves and their families. And they do it by investing in their staff on a regular and ongoing basis. 

A while back I wrote about Self-Care for Leaders. This is a good place to start. However, if staff attrition and manager burnout is a chronic problem, it’s time for an intervention. Taking a good look at culture and supervisor training will not provide the quick fix some may need. But it will help create a long-term strategy for the kind of environment where everyone wants to work. 

Need help with creating an environment where everyone wants to work? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to look at how improving your culture and training your supervisors can help your business grow and thrive!

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

Developing Great Supervisors

Boss vs. Leader

Last week’s article was focused on the basic skills that quality supervisors need. I shared three foundational attributes that any supervisor needs in order to get started with the business of leading staff. Those were: 

  1. Provide training on the what, how, and why of their role
  2. Listening – really listening to staff
  3. Treat employees like human beings

None of those sound too radical, right? And they aren’t. These seem like common sense for anyone who supervises people. However, failing to equip staff with these basic tools can mean the difference between an enjoyable work environment and a toxic one. 

The thing is, while these are basic, common sense skills; there’s a lot going on that can make them difficult to deliver. New supervisors come into the game with a lot of preconceived notions. Their approach may be based on their previous experiences with leaders, or their ideas of what a boss is supposed to do. Often feel the need to “prove” themselves, and come on too strong. Some feel the need to “show them who’s boss”. Or maybe they subscribe to the sink-or-swim mentality. 

The root of challenges for new supervisors comes from one of two things. Either they lack the confidence to lead people as human beings. Or they don’t understand the company culture and how they are expected to interact with people. Fortunately, both of these are easy to rectify! By communicating your vision and culture, new supervisors will understand how to align their actions with the organizational expectations. And by training them on the skills listed above, new supervisors will be off to a solid start on becoming a team leader. 

Next Level Supervisors

So those are the basics every supervisor needs to be “good”. What about when you want to take your leaders to their next level and create truly great supervisors? I think this quote from Deryl McKissack really defines what it takes to be a great supervisor:

“Great leadership is humble.
Being humble does not mean you are weak.
It means you are so confident that you don’t mind hearing the truth about yourself,
so that you can change.”

Being a great supervisor is as much about being confident in yourself as it is about how you lead your staff. Great supervisors have the confidence to give their staff autonomy, to shine a spotlight on their staff, and to help their team members to advance. Additionally, they take the time to understand what each of their direct reports needs to feel supported and be successful. Let’s dig in. 

  • Give Staff Autonomy

No one likes to be micromanaged. Why? Because it makes them feel like they are not trusted. Part one of giving staff autonomy means building a trusting relationship with them. Supervisors need to genuinely trust their staff to do the job the way they have been trained to do it. This comes from investing time in getting to know them as a person (as stated above). The second piece of this involves just getting out of their way and letting them succeed. 

Giving autonomy does not mean leaving them on their own and never checking back. It means checking frequently when a staff member is learning something new, and giving them more space as they show their competency. Of course, a third piece of building trust as a supervisor is being available to support them if problems arise. 

  • Shine a Spotlight on Staff

This does not mean making a big deal out of everything an employee does. Or generically thanking everyone for all that they do. That will come across as fake, and frankly, insulting to the team members. Shining a spotlight is about giving credit where credit is due. Genuinely. Great supervisors notice contributions that help advance the organization and efforts that are above and beyond. This is especially true when the staff person makes the supervisor look good. It’s crucial to let others know who is helping the team advance. 

Sharing the spotlight (or not) has a lot to do with the supervisor’s level of confidence. The leader sometimes believes that when others look good, it must mean they look bad. When a new supervisor falls into this category, it’s key to work with them so they understand the culture and to foster their confidence in their skills. 

  • Help Team Members Advance

I have heard supervisors say that they don’t want to share how great an employee is because they don’t want to lose them. The truth is, with an attitude like that, they will lose them sooner or later anyway. If a supervisor isn’t actively helping their staff advance (if the staff has that goal), the organization will eventually lose out as the employee looks for a company that values them and wants to help them succeed. Not to mention the fact that it makes the supervisor look great when they are consistently producing high performing associates. 

  • DON’T Treat Everyone the Same

This one might seem counter-intuitive, or contradictory to what you’ve been taught. To be clear, I’m not suggesting supervisors should treat some staff well and others poorly, or play favorites. I’m saying that the leadership a supervisor gives a staff person should be based on the person’s needs. 

Some staff need a lot of praise. Others need to vent once in a while. Still others like to be pointed in the right direction and set free. Successful leaders pay attention to these needs of their team members and adjust their interactions accordingly. A supervisor with three direct reports may have three different structures for leading each of them. For example:

    • Staff 1 might need a lot of positive reinforcement in order to feel successful. With this person the supervisor may meet with them on a weekly basis so they can share what they are working on and give them the validation they need. 
    • Staff 2 on the other hand may be a self-starter with lots of drive. In this case the leader may have monthly meetings to make sure they are on track, then they might stop by the staff’s workstation on a more informal basis, to ensure they are moving in the right direction. 
    • Lastly, Staff 3 could be an introvert who just wants to do their job and doesn’t want a lot of attention focused on them. For this staff the best solution might be taking a short walk together every other week. This way the staff feels supported and has adequate time with the supervisor to check-in and ask questions. At the same time, this keeps it informal and from being all about the staff. 

This one ties closely to the point from last week’s article about treating staff as human beings. Unless a leader gets to know their staff and their needs, it’s going to be difficult to personalize the leadership each person needs. But by doing so, it will save time and support each individual in the manner that serves them best. 

To be clear, I’m not suggesting that everyone is cut out to be a supervisor. Some people never master the skills, or they find that they just don’t like it. And that’s fine. By working with them and providing them with the right skills, you will discover who is going to excel and who needs to find a different fit. It can be frustrating to invest time in someone only to find out they are not going to succeed as a supervisor. However, it’s so much better to work with them and help them find their natural fit, than to lose a potential leader because you didn’t give them the necessary tools to succeed.

Need help cultivating good supervisors in your business or organization? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos with quality supervisors, 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