Understanding the Unique Needs of YOUR Board

If you don't know what it is you're looking for, you're never going to find it.

When a company is looking to hire a new employee, they often go through a rigorous process to find the right person. They craft a thoughtful, specific, and intentional job description, clarify the needs and expectations of the role, and reach out to colleagues and various platforms to post the job opening. There is usually an exhaustive screening, interviewing, evaluating, and vetting process. Finally, an onboarding and support system is put in place to help the new hire succeed. 

Ideally, all this effort pays off, and the new employee is a great fit for the organization. They feel appropriately challenged and supported and become a vital member of the team.

No one questions putting this much effort into hiring staff, even for part-time or entry-level positions. This is simply what you do to get the right person for the job.

Yet, when it comes to recruiting a new governance volunteer for a Board of Directors, there is often little to no process. Some organizations have an open application on their website and accept anyone interested. Others rely on informal coffee meetings, where a pleasant conversation leads to an invitation to join the board. 

Beyond needing warm bodies, not much thought is given to the specific skills, knowledge, experience, connections, temperament, or leadership abilities required to effectively guide the organization. Given that these individuals are responsible for the vision, strategy, impact, and financial stability of the nonprofit, this lack of intentionality is concerning. 

This article is the first in a six-part series on Building a Better Board. To start, we must get crystal clear on who and what your board truly needs.

Getting Specific: Why Narrowing Your Search Helps

It may seem counterintuitive to narrow your search. If you’re struggling to find board members, how could limiting your criteria make it easier? And if you’re willing to take anyone, why refine your focus at all?

The reality is that the more specific you are, the easier it becomes to identify suitable candidates. If you tell people you’re looking for “anyone willing to serve,” that doesn’t provide much direction. However, if you articulate exactly who you’re looking for—what skills, experience, or background they should have—it gives people a clear framework to help you find the right match. 

When I started my business, I kept things broad. With 30 years of nonprofit leadership experience, I could help a variety of clients. But when I told people I could do “a lot of things,” no one knew what to refer me for. My services were too vague.

So I narrowed my focus to working with small-to-medium nonprofits (under 15 years old) that needed help developing their Board of Directors. The result? More referrals and clearer connections because people understood exactly how I could help.

This doesn’t mean I turn down every client outside my niche—it simply helps me prioritize. The same applies to your board recruitment. Define what you need first, and then decide case by case whether to make exceptions.

Identifying Your Ideal Board Prospect (IBP)

In marketing, businesses define an Ideal Client Profile. Similarly, we will explore your Ideal Board Prospect (IBP) throughout this series.

Some key factors to consider when defining your IBP include:

  • Tasks that need to be managed
  • Skills and expertise
  • Education and lived experiences
  • Representation and community ties
  • Special interest groups
  • Connections and fundraising capacity
  • Temperament and personality styles
  • Comfort with risk
  • Board role (hands-on, fundraising, governance, etc.)

This is not an exhaustive list, but it provides a strong starting point. What else do you need to consider? Who would fit well with where your organization is in its development? Are there other factors that are unique and specific to your organization’s needs?Once you identify the traits that matter most, you may want to categorize them into “must-haves” and “nice-to-haves.” 

These discussions can be incredibly valuable for your current board. If your volunteers have not had these discussions before, be patient—shifting to a more strategic approach takes time and encouragement. 

Beyond Skills: The Importance of Personality in Board Composition

Beyond expertise and experience, how board members interact can significantly impact effectiveness. That’s where personality styles come in.

Personality differences often go unnoticed until conflicts arise. But by considering them in advance, you can build a more cohesive and functional board.

Many personality assessments exist—Myers-Briggs, DISC, StrengthsFinder, and more. While each categorizes people differently, they tend to group individuals into four general types:

  • Process-minded, people-focused
    • Nurturing and great listeners
    • Prefers to work behind the scenes
    • Deliberate in decision-making
  • Quick-minded, people-focused
    • High-energy and idea-driven
    • Great connectors
    • Often juggling multiple initiatives
  • Process-mined, task-focused
    • Detail-oriented and precise
    • Prefers structure and procedures
    • Prone to analysis paralysis
  • Quick-minded, task-focused
    • Thrives in fast-paced, high-pressure situations
    • Decisive and action-oriented
    • May overlook the human impact of decisions

There is great value in doing an official personality assessment. However, based on these very brief descriptions, you can probably already start to identify people in your life or on your team who fit into the different styles. This may help you understand why certain people can’t seem to work together. Or why some team members drive you crazy. 

No style is inherently better than another. The key is balance. A high-performing board benefits from diverse perspectives and decision-making approaches.

How to Leverage Personality Insights for Your Board

Thinking about your board composition, you may want to consider what kinds of personalities are needed. Do you need take-charge people or good listeners? Do you need to develop processes or visionary ideas? What combination of personalities will help drive your organization into the future? 

Taking personality styles into account during board recruitment can help:

  • Build a well-rounded leadership team
  • Improve communication and collaboration
  • Assign board members to roles that suit their strengths
  • Anticipate and mitigate conflicts before they arise
  • Ensure better decision-making in high-stress situations

A personality assessment is just one more tool to refine your IBP and shape a board that effectively supports your nonprofit’s mission.

Final Thoughts: Be Intentional in Board Recruitment

While this might all seem overwhelming, it doesn’t have to be! You don’t need to tackle every factor at once. Start small—focus on one or two key attributes that matter most to your board.

The main idea is to be intentional about who you invite to lead your organization. And remember that you probably won’t find what you are not looking for! 

By being intentional about board recruitment, you set your organization up for stronger leadership, better collaboration, and greater impact. Start small—define your IBP and see how it transforms your board’s effectiveness.

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 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

Saving the World is Hard Work, But You Don’t Have to Do It Alone

Community is the foundation to success

Leading a nonprofit is a labor of love, but let’s be real—it’s also incredibly hard work. You’re out there making an impact, solving problems, and strengthening communities. The truth is, you shouldn’t have to do it alone.

That’s why I’m thrilled to introduce the Nonprofit Leaders Lounge, a space designed just for cause-driven leaders like you.

What is the Nonprofit Leaders Lounge?

The Lounge is a community created to support nonprofit leaders in tackling the unique challenges of governance, leadership, and sustainability. It’s more than a resource hub—it’s a place to connect with others who’ve been in your shoes and are just as committed to creating change.

Here’s why I believe this space is so important:

  1. Leadership Shouldn’t Fall on One Person’s Shoulders
    The purpose of a Board of Directors is to distribute the workload and ensure diverse perspectives are heard. But building a high-impact board doesn’t happen by chance—it takes intentionality, tools, and time to establish a strong culture and shared mission.
  2. It’s Lonely at the Top
    Let’s face it: being the leader of a nonprofit can feel isolating. When you’re trying to figure out how to recruit board members, lead your team, successfully run operations, plan for the future, and deliver impact, it’s tough to find someone who “gets it.” The Lounge connects you with peers and experts who understand your challenges and can help you work through them.
  3. Your Board is the Key to Your Success
    As a nonprofit founder or executive director, when you recruit board members, you’re essentially hiring your boss. That’s a big decision! For board chairs or members, the stakes are just as high—you’re taking responsibility for a mission, a business, and the people your organization serves.

Curating a thoughtful, healthy board is the cornerstone of a sustainable nonprofit.

Why I’m So Passionate About This Work:

  1. No one should have to save the world alone.
  2. When you engage volunteers effectively, your impact is amplified. Their knowledge, skills, and connections accelerate your mission.
  3. Working together strengthens communities. Bringing diverse perspectives to solve critical social issues builds lasting change.

What You’ll Find in The Lounge

The Lounge offers three levels of engagement to meet your needs:

  • 🥰 Free Resources:
    This level is perfect for anyone looking for tools, quick tips, bite-sized learning opportunities, networking, and answers to your most burning questions. You’ll get access to downloadable resources, mini Knowledge Nugget courses, and online tools that make leading a nonprofit just a little easier.
  • 😀 Community Membership:
    For a small monthly fee, you’ll unlock deeper resources, live office hours, and courses that focus on board development skills. This is your chance to ask questions, share your challenges, and grow alongside other nonprofit leaders.
  • 😍 Grow and Learn (Coming in the New Year):
    For those ready to take a deep dive, this a la carte section offers coaching, consulting, and advanced coursework. It’s designed to help you transform your Board of Directors into a high-performing team and create lasting change for your organization.

Outcomes You Can Expect

When you invest in your board and leadership skills, the results ripple across your organization:

  • A stronger, more sustainable nonprofit.
  • A board aligned with your mission and values.
  • The confidence and tools to tackle your biggest challenges.

And here’s the best part—you’re not just creating change for your organization; you’re building a foundation that strengthens your community and amplifies your impact!

Join the Movement

The Nonprofit Leaders Lounge has officially launched, just in time to be your early holiday gift! 🎁

If you’re ready to:

  • Build the board of your dreams,
  • Grow your leadership skills, and
  • Connect with like-minded peers…

…this is your invitation to join us here. 

Let’s Do This Together

Saving the world is hard work, but your efforts don’t go unnoticed. By investing in yourself and your board, you’re paving the way for even greater impact.

Let’s connect for a quick Discovery Call if you’d like to learn more. I can’t wait to hear your thoughts and ideas. In fact, I’m so interested in what you would like to see included, if I use your suggestion to improve The Lounge, you’ll get a free month of full access to the paid community!

Because no one should have to save the world alone.

5 Signs You Might Be Leading a Toxic Organization

In the United States, the prevalence of toxic work cultures is not confined to any single sector, but it is notably high in nonprofit organizations. 

According to the 2023 Work in America Survey, 26% of nonprofit employees characterized their workplace as toxic, a significant concern given that toxic environments can severely impact mental health. 

The survey also revealed that employees in nonprofit and government organizations are more likely to experience a toxic workplace than those in the private sector (25% and 26% vs. 17%, respectively). 

This high rate of burnout, characterized by chronic fatigue, cynicism, and a sense of ineffectiveness, is exacerbated by the demanding nature of nonprofit work and often limited resources. Thus, it emphasizes the need for better employee support and resources in these environments. 

As an executive leader or a board member, you will most likely be trying to work out how to ensure that the environment you foster is positive, inclusive, and empowering. However, recognizing the signs of a toxic organization can be challenging, especially if you are deeply involved in the day-to-day operations or fairly removed. 

In this guide, I’m exploring five critical signs that may indicate you are leading a toxic organization and provide actionable tips to address and rectify these issues.

What Are The Signs An Organization is Toxic?

Here are the top signs I look out for when identifying if an organization is toxic.

1. High Employee Turnover 

High employee turnover is a significant red flag that suggests deeper organizational issues. 

When staff frequently leave, it points to poor management, lack of support, or an unhealthy work culture. Employees may feel undervalued, overworked, or unsupported, leading them to seek opportunities elsewhere.

Actionable Tip: Conduct exit interviews to gather honest feedback from departing employees. Identify common themes and areas for improvement to address the root causes of turnover.

2. Low Employee Morale 

Low employee morale is a clear sign of a toxic work environment. The board of directors should be working closely with the executive director and setting expectations to foster an open and supportive atmosphere.

Disengaged and unmotivated staff can lead to decreased productivity and enthusiasm, this is particularly troubling in the nonprofit sector, where passion for your mission is critical.

Actionable Tip: Foster an open and supportive atmosphere. Regularly acknowledge and reward employee contributions to boost morale and engagement. Create opportunities for staff to voice their concerns and suggestions.

3. Poor Communication 

Ineffective communication can create confusion, mistrust, and frustration among staff. When messaging is inconsistent, vague, or lacking transparency, it can lead to a chaotic environment where employees feel left in the dark.

Actionable Tip: Establish clear and consistent communication channels. Ensure that important information flows freely and accurately throughout the organization. Encourage open dialogue, transparency, and feedback to build trust and clarity.

4. Cliques and Exclusionary Behavior 

Cliques and exclusionary behavior can divide your team and create a hostile work environment. Favoring certain groups or individuals over others can lead to feelings of resentment and alienation.

Actionable Tip: Promote inclusivity by encouraging collaboration and team-building activities. Create a culture where all employees feel valued and included, regardless of their position or tenure.

5. Lack of Work-Life Balance 

An unhealthy work-life balance is a common issue in toxic organizations. Employees who are consistently overworked and unable to balance their professional and personal lives can experience burnout and decreased overall well-being.

Actionable Tip: Implement policies that promote work-life balance, such as flexible working hours and regular breaks. Encourage employees to take time off and prioritize their health and well-being.

Addressing Workplace Toxicity Issues

The first step in fixing a toxic environment is being aware and wanting to improve. 

Awareness requires a candid and thorough evaluation of your organization’s current state. Begin with an organizational assessment that can identify areas of concern. 

This assessment can take various forms, such as employee surveys, focus groups, or external audits. The goal is to gather comprehensive data on the organizational climate, communication patterns, management practices, and employee satisfaction.

As an organizational  leader, acknowledging these signs and committing to change is essential to creating an atmosphere of trust and transparency where employees feel safe to voice their concerns. 

Start by communicating your commitment to improving the workplace environment. Transparently acknowledging issues can foster a sense of trust and openness. 

Next, clearly articulate the steps to address these concerns and how you will involve staff. Engage with your team to understand their perspectives and involve them in creating solutions. 

Employee input is invaluable in shaping a positive organizational culture. Form committees or working groups with diverse staff members to brainstorm and implement solutions. 

Update the team regularly on progress and be open to feedback. This collaborative approach empowers employees and ensures that implemented changes are practical and widely accepted.

Leadership training and development are also vital components of addressing toxic environments. 

Equip your leaders with the skills to manage effectively, communicate transparently, and support their teams. Investing in leadership development programs can have a ripple effect throughout the organization, promoting a culture of respect, inclusion, and continuous improvement.

Creating a Positive and Productive Environment

Creating and sustaining a healthy organizational culture is essential for the success and impact of any nonprofit. 

Nonprofits are mission-driven, and employees frequently go above and beyond to support their causes. If not managed properly, this can lead to unsustainable work practices. A toxic culture not only affects employee well-being but also hampers organizational effectiveness. High turnover rates can lead to losing institutional knowledge, increased training costs, and decreased overall productivity. 

Recognizing and addressing the signs of a toxic organization is essential for creating a positive and productive work environment, which truly enables and supports nonprofits’ beneficiaries. 

As a leader, your proactive efforts can transform the culture and enhance the overall effectiveness of your nonprofit. For a more comprehensive guide on identifying and fixing toxic organizational cultures, download our full guide or schedule a free consultation today. 

Your commitment to improving your organization’s culture will benefit your staff and amplify the impact of your mission.

Download the Full Guide & Book a Free Consultation

By taking these steps, you invest in a healthier, more effective organization that can better serve your community and constituents.

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

 

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

Red Flags to Watch For

When I write about nonprofit board governance I usually spend my time addressing current nonprofit leaders – either staff or volunteers. This article is for current leadership, and also for those who are thinking about joining the board of a nonprofit organization. 

I love connecting people to organizations that they care about. But serving on a board has to be about more than a passion for the cause. It’s a commitment that should be taken as seriously as a job. In order to make a good decision for yourself, you need to ask a lot of questions. What follows are questions and topics to dig into, so that you can make a great decision about how you donate your valuable time. 

When people get caught up in an organization that is a mess, they tend to become disenchanted with the whole nonprofit sector. And that’s just not fair. There are so many great agencies, working hard everyday, to make our communities and our world a better place. To make sure you don’t end up disillusioned by this sector, here are some red flags to look for when choosing where to serve:

  • “Nonprofit” is not the business plan
  • Agency lacks focus on the mission
  • People are undervalued
  • Fundraising comes first
  • Lack of board ownership
  • Organizations that don’t know who they are or what they need

Let’s dig into each of these issues and what to look for/ask about.

Nonprofit Business = Business

Despite the confusion caused by the title “nonprofit”, all nonprofit organizations are actual legit businesses. They have to make at least as much money as they spend each year. The term “nonprofit” is a tax designation from the IRS. It’s not a philosophy for how to run a business. 

In fact, many of these organizations generate a surplus. The difference comes in what they do with that money. A nonprofit organization is required to reinvest the surplus back into the organization. This could be in the form of equipment, supplies, salaries, training, facilities, investments, etc. With a for profit business, any surplus goes into someone’s pocket. 

Board members are responsible for the fiscal health of the organization. Before joining any board, ask a lot of questions about the agency’s finances. Even if their financial situation isn’t stellar, does the board have a plan to fix it? Is that the kind of problem-solving work you like to do? Avoid any board that has financial problems that they are refusing to address. 

Benefit the Community

Nonprofit organizations exist to make our world a better place. For profit organizations exist to make money for someone – the owner(s), shareholders, investors, etc. 

Governance volunteers are charged with making decisions that are in the best interest of the constituents served and the agency. This is why board members are volunteers. When money comes into the picture, there’s personal interest that may influence their decision making. Does the agency have a conflict of interest policy? 

Another thing to look for in this area includes ego driven leaders. Agencies with either staff or volunteer leaders who make themselves the center of the work can be extremely toxic. These leaders struggle to keep the focus on the cause. They make decisions based on how they will look/benefit, rather than what is best for the organization and its mission. 

Organization Values Its People

Reputable agencies believe in the importance of fair compensation for their employees. Just because someone works for a cause-driven business, it does not mean that they don’t need a livable wage. Caring about constituents at the expense of employees is a contradiction that should be examined. 

Young organizations sometimes hire or contract part-time staff to manage operations as they grow. This is fine, as long as they are not expecting full-time work on a part-time salary. Additionally, this should be a short-term solution, while the board figures out how to get to the level of staff leadership they need to be successful. 

Strategy Drives Fundraising

So far, I have never encountered a nonprofit that didn’t need money. It’s the nature of the game. Making our world a better place takes money. However, boards that focus on fundraising first are missing the point. Fundraising efforts need to be tied to strategies that have been developed to fulfill the mission. Without connecting those dots, it’s going to be extremely difficult to raise funds. 

Integrity

It is the job of the board to uphold the integrity of the organization. If something doesn’t seem right the board MUST speak up. By asking questions about accountability, generative discussions, and where the power of the organization lies, you’ll get a good idea about the board’s leadership. 

Red flags to listen for include any board that lets the staff totally run the show, unaddressed financial issues, lack of vision held by the board, and board meetings where the volunteers just come for a “sit & get”. 

Websites like Charity Navigator and GuideStar can help you with your research. These sites rate nonprofits based on their IRS compliance and verify good standing. They provide access to Form 990 data, giving you the ability to evaluate an agency’s financial health. These resources can help you decide if an organization is a good fit for you or not. 

Culture, Values, Structure, and Needs

Making a good decision about the kind of agency you want to volunteer with involves knowing yourself. What kind of culture do you want to be part of? What are your values and how do they align with those of the organization? Do you want to be part of building a young organization or will you be more comfortable with all the policies and procedures in place? Do the skills-based-needs of the agency align with your talents? 

Other things to consider include your tolerance for risk, what you want to get out of the experience, your time availability compared to the needs, and how you think you can make a difference. Just like every person is different, every organization is also different. Take the time to make sure you find one that aligns with your wants, needs, values and interests. 

None of this is meant to scare you away from governance work. It’s meant to give you the knowledge to ask good questions, get involved with reputable organizations, and have the impact that you want to have on your community! 

If you are on a board where you see some of these red flags, it doesn’t mean that you should quit and run away. However, you might want to start asking questions and using your influence to help move the agency in a positive direction. 

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 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 

 

Showing Your Volunteers Love

Over the last couple of weeks I’ve been dedicating my newsletter real estate to comparing the skills used in supervising staff with those used for leading a board. I believe there are a lot of similarities and things we can learn from staff leadership and apply to supporting your Board of Directors. To get up to speed and read the first two articles go here and here. 

Continuing in this vein, and acknowledging that it’s Valentine’s Day, I’d like to share some ideas for showing your volunteers how much you love them. Many companies and organizations focus a lot of energy on staff appreciation – which is great! Let’s look at some of those ideas and consider how we can apply them to our Governance Volunteers. 

Some of these ideas can be celebrated during the “month of love”, others you might want to put into an ongoing Appreciation Plan. Knowing that your Board members likely do not want you spending money on them, these ideas are all free or very low cost. A little bit of time and thoughtfulness goes a long way when it comes to showing appreciation. 

Recognition

There are many ways to recognize staff and volunteers. You get the biggest bang for your “buck” when the recognition is specific and genuine. Nothing beats telling someone directly, exactly what they did that is appreciated, and how it helps. 

In nonprofits we often acknowledge that our donors help us to serve our clients. And we are also pretty good about recognizing our staff and program volunteers for their direct service delivery. However, we seldom call out our governance volunteers for their impact on our cause. Consider recognizing the contributions of your board volunteers. This could be in the form of a social media post, bulletin board in your facility, a newsletter article, etc. 

Celebration

I think there’s this crazy idea out there that Boards of Directors are all business. Like they don’t want to celebrate the accomplishments of the organization. Take time out of board work to celebrate milestones, wins, and achievements. Don’t just pause and say “yay us”. Make it a big deal. Bring in balloons, noisemakers, and party favors. And most importantly, connect the dots between the work they do governing the agency, and the outcome you are celebrating. 

Food

I know for a fact that staff who work for nonprofits love food! People come together around food. It gives them something to connect around. If you do not regularly feed your board members at a meeting, consider adding this component once in a while, or on a regular basis. Depending on your timing, this will look different from board to board. Be sure to let everyone know if you are doing something out of the ordinary. If you are providing a meal, or even a dessert for an evening meeting, volunteers might want to plan ahead for that.

Sincere Thank You

Nothing beats a sincere thank you. This could be in the form of an email, written letter or a phone call. It’s tried and true, and it’s always appreciated. If you want to shake things up, consider doing a video message, or creating a JibJab type card to make your volunteers laugh. 

Shake Things Up 

Pick a month and shake things up for your regular board meeting. Maybe take it off site. Bring in a guest speaker. Spend extra time on team building. Switch up the order. 

Don’t do this every month, because then it’s not special. Think of things that will increase engagement, allow for your volunteers to grow personally or professionally, or provide opportunities for greater connections. If you’re thinking about trying something new with your regular meetings, this might be a good way to try it out. 

Social Opportunities 

Your volunteers likely serve your organization to help solve a critical social issue in your community. But there’s nothing that says they can’t build new relationships along the way. Bringing volunteers together to connect in a non-board setting can strengthen their ability to work together. 

People are busy and you’ll never get everyone together. That doesn’t mean that it’s not worth the effort to build deeper relationships with those who are able to make the time. 

Acknowledge Personal Accomplishments/Milestones

Just like your staff, board members have lives outside of your organization. They get married and promoted and have babies and climb mountains and retire. Creating a culture where these things are celebrated is a great way to deepen relationships and spread love. Loop back to the Recognition and Celebration bullets for thoughts on how to acknowledge these things. 

SWAG/Name Tags

Most volunteers do not want an organization spending money on them. So if you do want to give a physical token of your appreciation, it’s a good idea to give it a dual purpose. Give them a shirt to wear that creates awareness for your cause. Provide a name tag so they can be recognized as serving your organization. Acknowledge them in a way that deepens their connection, but also benefits the cause. 

Nominate them for Awards

This requires you to know your volunteers and your community pretty well. Are there folks who should be nominated for citizen of the year? 40 Under 40? For their philanthropic efforts? Or should their company know about the great work they do for your organization? If they own their own business, are there ways to help support their business in a “Best of” campaign? 

Be Silly

Again, serving on a board doesn’t always have to be all business. Adding in a little silliness or light-heartedness can make the difficult work of leading an organization more enjoyable. It also helps to bring out the personalities of your volunteers. 

Consider starting meetings with a kookie question for everyone to answer. When signing important documents, bring pens shaped like french fries. Use clips from movies to set the tone for a discussion. Think “You can’t handle the truth!” from A Few Good Men or “Show Me the Money” from Jerry Maguire. (The use of examples from two different Tom Cruise movies was completely unintentional.) 

While silliness can create a relationship-building culture, be sure to maintain a safe space. Playfulness shouldn’t shift into pranks or sarcasm. The goal is lighthearted fun that breaks down barriers. 

You may be loving these ideas, but the reality is that you don’t feel like you have the time, energy or creativity to pull any of this off. I bet there is someone in your organization who would love this project. Delegate to a staff or volunteer whose love language is Acts of Service. This would be right in their wheelhouse and will likely energize them. You could even have an Appreciation Committee made up of volunteers, staff, or both. Give them clear direction and parameters and set them off to spread love and joy! 

Anytime you want to visit about how to build up your Board of Superheros, email me at Kim@Athena-CoCo.com, or schedule a Discovery Call today. 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

Culture – It’s Not Just About Your Staff Team

In my years with the YMCA I thought a lot about how to lead my staff team, how to build a healthy culture, communication strategies, accountability, problem solving, and more. I also thought a lot about how to lead and engage my Board of Directors. But I didn’t think much about the crossover between these two functions of leading a nonprofit organization.

In fact, I thought these two areas of my job were very, very different. Now that I have some distance and my thoughts have evolved, I see that there are more similarities than there are differences. I’m going to spend the next few articles looking at the similarities and what we can learn from them. 

I’ve written more than a little about building healthy cultures, leading a team, communication, and more, more, more. Go check those out, if you’re so inclined. 

One of the most important roles of a leader is to create a healthy culture for their team. In the nonprofit sector, we usually think that this means our staff team. Right? A healthy staff culture is crucial to delivering quality services, caring for our constituents, and ensuring our staff are nurtured. Logic would tell us that the same is true for our volunteer teams, and even our governance volunteers. 

Think for a moment about your Board of Directors. How would you describe the culture of your Board team? Are they uber professional? Super laid back? Well connected to one another? Eager to help? Something else? Take a moment to jot down all the words that come to mind when you are thinking about the characteristics of your board. 

Once you can describe the current culture of your board, I’d like for you to think about how that compares to the culture of your staff team and/or the agency as a whole. Are they similar or different? Are the similarities intentional or by happenstance? There is nothing that says they have to be the same or different. 

After you do a little work to define the culture of your board and how it compares to the rest of your organization, a good next step is to decide if what you have is what you want. This project is an excellent way to engage volunteers in defining and creating the board culture that is best for your nonprofit! Your Board Governance or Board Development Committees can dig into everything from the board meeting agenda or room set-up to onboarding and engagement of the volunteers. 

The skills and strategies that create a healthy culture for your staff are pretty much the same for creating a healthy board culture. 

  • Aligning values:

    • If your organization has not gone through the process of clarifying and understanding your values, that’s a great first step! If you have gone through this process, the next step is to consider how they relate to your board. The values for the organization do not have to be exactly the same as the values for your board. They can be the same, similar, or even different. It’s based on the needs of the organization. 
    • For example, an organization that serves children may have a very lighthearted culture among its staff. Perhaps the kids need a positive atmosphere. At the same time the organization may be helping children escape really horrible situations. In that case the board likely has some very serious topics to discuss. The culture of the organization may be light and fun, while the culture of the board could be serious and more stoic.

  • Decide the culture is important

    • The main ingredient in any healthy culture is to be thoughtful about the experience of those involved. By simply being intentional about the type of culture you want – you’re taking a huge step towards creating a great experience for your Board team. 
    • A healthy culture requires that the organization and its leaders decide that the culture is a priority. You cannot create a positive culture without first deciding that it matters. When it comes to culture, the biggest problem I see is that leaders ignore the importance of being intentional about this piece of their organization.

  • It starts at the top

    • When it comes to the staff culture, the Executive Director or CEO sets the tone. They define the values and decide that the culture is important. However, with the Board of Directors, it’s not just about the Exec, it’s a combination of the Exec and the Board President. Between the two of them they drive the culture. The Exec connects it to the operations of the organization, and the Board President is the one who sets the tone for the governance volunteers. 

  • Listening and Caring

    • Creating a culture involves listening to what is going on with the members of the board. And not just listening, but also genuinely caring about how the volunteers are feeling and what their experience is like. This is how you keep your finger on the pulse of what is going on. 

  • Communications 

    • Circling back to #1, once you have established your values, you should talk about them. All. The. Time. Talk about what they mean to the board as a team. Use them when making decisions. Include them in opening thoughts, plan them into board meeting agendas, and use the language as you work to create the culture you want and need. 

As mentioned earlier, a Board Development or Board Governance Committee is an excellent group to tackle this project. Their role is to ensure healthy board dynamics. If you do not currently have a committee focused on the growth, direction and health of your Board of Directors, consider starting one and making this their first initiative. You could even start it out as a task force, with growth into a full committee coming next. 

Would you like help evaluating the culture of your Board of Directors? Or, do you want to start a Board Development Committee of your own? Let’s visit! Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call today. Let’s connect!

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

Mission Monday ~ The Exodus Road

According to the latest report from the International Labour Organization there are currently 50 million enslaved people in the world. Of those, 22 million are in forced marriages, 21.3 million are in forced labor, and 6.3 million are in commercial sexual exploitation. These numbers represent an increase of 10 million people over the last 5-years. The Exodus Road is combating this global crisis with their vision of a world where humans are never bought, sold or exploited. 

Through programming focused on training/education, intervention, and aftercare this agency is battling human trafficking in Brazil, India, Latin America, the Philippines, Thailand, and the US. In the 10-years that The Exodus Road has been operating – 1,814 children, men and women have been freed from trafficking. 1,543 survivors have been supported with aftercare; this is significant as 80% of those trafficked end up being re-exploited.

Training and education serves to help increase awareness and understanding of law enforcement, nonprofit partners, and the local communities on human trafficking. To date 1,246 officers and citizens have been trained on the realities of human trafficking and how to fight it in their own countries. Education is one of the most powerful and crucial weapons in the fight for freedom. You can take their digital course – TraffickWatch –  to learn facts, stories and action steps you can take. 

In speaking with Sonia Meeter, Director of Partnerships, I learned that small efforts can have an impact on this big problem. Monthly donations of even $19 truly helps make a difference and advance this work. You can also engage with The Exodus Road via social media to learn more about their work and share with friends and colleagues. Links, as well as a sign-up for their newsletter, can be found at the bottom of their website.  

After 10 years of fighting to eradicate human trafficking, it’s time to celebrate the impact The Exodus Road community has made over the past decade. Their Anniversary Celebration is coming right up on Thursday, October 6th at Lumen8 Rooftop Social. If you are moved to get involved in the fight against human trafficking, consider joining this insider’s look into the work. Details and tickets can be found here, TODAY is the last day to purchase!

Kim Stewart

Kim is a mom, lover of being active and the outdoors.
She empowers nonprofit organizations to help make the world a better place.
kim@athena-coco.com

What is the Right Culture for YOU?

Culture is a word that is thrown around a lot. Many people use it to describe work environments, businesses and organizations. Most people probably have a vague idea of what it means, but not necessarily a concrete idea about how you impact culture. 

In the past I have written articles on culture, which you can find here and here. Both of these are good, if I do say so myself. Today’s article is on the same topic, but I want to shift the focus just a little. Today we will look into how to create the right culture for your business. 

Not all cultures are created equally. They are not one size fits all. When people talk about a company having a good culture or a bad culture, what are they really saying? Simplified, if a culture matches your values and beliefs, you probably describe it as a “good culture.” Conversely, if they don’t align, you likely consider it a “bad culture”. The tricky thing is, everyone’s beliefs and values are different. 

This begs the question – how do you create a culture to fit everyone. And the answer is – you don’t. You create a culture that is right for your company. Then the culture attracts the kind of people who have values and beliefs that align with you and your business. Before we jump into creating a culture that is right for your business, let’s touch on what happens when you don’t work at your culture. 

It Is What It Is

If you do not intentionally create a culture, it doesn’t mean that you don’t have one. Rather, one evolves – unchecked. In this case, the values that emerge often come from the squeakiest wheel or the biggest personality. And that’s not always good. In fact, this is often how toxic, misogynist, and racist cultures come about. 

Without the clarity of company values – which are actively discussed and referenced – one person can start a culture where telling off-color jokes is the norm. Or a culture where the default mode is to complain about everything. Or one where backstabbing and gossip take over. Almost certainly, none of these are the values you want your company to be known for. But if these traits are emerging, it’s a guarantee that people both inside and outside the business describe your culture negatively. 

How To Get the RIGHT Culture

There are a lot of well-known and broadly studied cultures out there: 

  • Zappos is known for being weird, happy, and fun
  • Southwest Airlines employees are silly and empowered
  • Twitter staff are hardworking, smart, and passionate 
  • Google attracts the best of the best with tons of perks and benefits

What all these companies have in common is that they have taken the time to figure out what they value and how they want to be perceived. Then they keep these values and their identity alive. 

What Do You Value? 

There are several ways to determine your values. Everything from multi-day, facilitated leadership retreats to sitting in a coffee shop with a notepad. It’s up to you to determine the right method for your business. 

I’ll share one activity that leaders often find helpful. Think of the employee in your company who represents the image you want people to have when they think of you. List out all of the characteristics that make that person a great employee. Write down everything you can think of. Then add anything else you wish that person possessed. As you review this list, you will start to formulate an idea about what you value. 

Empowered with this description, start to write words or phrases that you would like your company to be known for. Between 3 and 7 is a good list. Take time to connect a statement or story to each value. Your culture should be starting to emerge. Don’t feel like you need to do this all in one sitting. Record your ideas, then let them percolate for a while. Come back to them and see if they still resonate, or if you want to add to or change them. 

One Size Does Not Fit All

This was stated earlier, but it’s worth repeating. Zappos, Southwest, Twitter and Google all sound like fun, cool places to work. If fun and cool is important to your brand, great! Go in that direction. However, many brands need to be taken very seriously. For others safety might be the most important thing they are known for. And others need to have a reputation of efficiency. Those values might not be as sexy as “fun” and “cool,” but they are just right for certain brands. 

Never Stop Talking About Them

Once you have clear values that are just right for your business, they need to be ubiquitous. They should be used in recruiting and hiring. They should be present in decision making and staff meetings. Your values should be posted throughout your facility and included in many, if not all, communications. 

It’s the talking about them that makes them real. Unless you want your values to be a “flavor of the month” initiative, you need to bring them to life. As the leader, you will want to memorize your values, and have several stories and antidotes demonstrating them. Celebrate values in action. Reward the behaviors you want to see. Own your culture by knowing who you are as a company. Be true to your values. And tell everyone about them. This is what will shape your culture.

While this process is simple, it’s not easy. If you are interested in working on creating a culture you are proud of, 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

The Power of Silence

I have written a lot about listening skills. And by a lot, I mean this and this and this; as well as touching on it in several other articles. It’s a topic I geek-out on. Today I’m going to hone in on one very specific component of listening. That is, the importance of SILENCE. 

You may be thinking – What does silence have to do with listening? Silence is what happens when no one can think of anything to say! Sometimes that’s true. We’ve all experienced that awkward pause in a conversation. But that’s not where I’m going with this. 

Deep Listening

For the sake of this topic, I’m going to be referring to deep listening. Deep listening is when you’re in a conversation that requires focused attention, comprehension and understanding. 

Examples of times when you should practice deep listening:

  • When someone is upset. (Especially if you have upset them.) 
  • When the relationship depends on your understanding. 
  • When you need to comprehend information. 
  • Customer service!

What we know about human nature is that people want to be heard and understood. Even if you cannot do anything to improve the actual situation for the person, deeply listening to them can help significantly. 

Think of a time when you have complained to a business manager about service or product quality you have received. If the manager really listened to understand, you probably felt better about the situation. Conversely, if you were made to feel like they just wanted to move you along, you likely were more frustrated than before you complained. 

That’s the power of deep, empathetic listening. It’s listening to understand and honor the speaker’s thoughts, feelings and needs. 

The problem is that most of us listen to respond, rather than listening to understand. When we are caught up in our own point of view we are not listening deeply. What often happens is that we start out listening, and truly intending to give our full attention. Then, at some point the speaker says something that shifts our brain to our own thoughts, feelings and opinions. At that point we stop listening and we begin waiting for the other person to stop talking so we can take over as the speaker. 

To be clear – sometimes this is fine. When we’re out socializing or chit chatting with friends this is perfectly okay. During brainstorming sessions, we absolutely want to have ideas build off one another. That’s not what I’m referring to in this article. This is focusing on those times when deep listening is crucial to the outcome of the conversation. 

Silence

That brings me back to the power of silence. We as humans are uncomfortable with silence, therefore we work hard to fill it. That’s what makes it so powerful! 

During a deep listening conversation, there should absolutely be silence. In any conversation, there comes a time when the speaker stops talking. At that point, when you are deeply listening and giving your full attention, you likely need a moment to take in everything they have just shared. The silence is an indicator that you have listened all the way to the end of what they had to say. 

The more emotional or intense the speaker’s content, the more important it is to allow silence. Give space for everything they have just stated to settle. If you are super-uncomfortable with the silence, you can say something to the effect of: “You really shared a lot there, give me a moment to process all you have said.” This demonstrates to the speaker that you were committed to really hearing what they had to say, rather than thinking about your response. 

Another great thing about silence is that it leads the speaker to reveal more. Just as we dislike silence as listeners, the speaker is equally uncomfortable with it. When we listen all the way to the end, then leave silent space as we process, the speaker becomes anxious and often starts talking more. At that point they tend to start sharing more, including things they hadn’t necessarily intended to share with you.

Effective listening produces better understanding, which eases tension and helps the speaker to relax. As a result, your deep listening helps the speaker to think more clearly. When given the space to really be heard and understood, it leads to the speaker having revelations or changes about their thoughts on the topic. The silence allows space for those things to come out.

The last benefit of allowing for silence is that it gives us, as listeners, the opportunity to formulate our response. By listening all the way to the end and being comfortable with the silence, we then have the opportunity to clearly think about the best next step in the conversation. 

  • Do you need to ask a question to improve your understanding? 
  • Does this person need you to validate their feelings with a reflection? 
  • Should you offer comfort? 
  • Or do you need to formulate a response to what has been stated? 

Use the silence to practice your emotional intelligence. 

Deep listening is a powerful tool for managing conflict, improving relationships, and increasing our knowledge and understanding. It results in easier collaborations and more fulfilling relationships both in our work life and our personal life. Becoming comfortable, or even confident, in the silence will make you an even better listener! 

If you would like help in developing your listening skills or creating a listening culture, I would love to help! Email me at kim@athena-coco.com to connect them for a free 30-minute discovery call. 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits, small businesses and leaders.

kim@athena-coco.com