Onboard New Board Members

When you are a busy nonprofit leader, securing a new board member might seem like an item to check off your “to do” list. And it is, to an extent. However, if you stop there, you are jeopardizing all of the hard work that you have put into finding and recruiting qualified board members. 

I am frequently asked about how to retain board members. As if there is one thing that you could do to keep a good board member. The reality is that retaining board members takes the culmination of many things. Some of them are within our control, and some are not. A board member being transferred out of state is not something that we can control. Treating board members respectfully and valuing them is totally within our control. 

In this article we’ll look at what to do once someone agrees to join your board. A professional onboarding process can work wonders in helping a new governance volunteer to feel welcomed, comfortable and valued. All key components in retaining a volunteer long-term. 

When someone agrees to join your board, there are the logistical things to do:

  • Add them to your board roster
  • Order them a name tag (if that’s something you provide)
  • Ensure they have all meeting dates and other commitments
  • Complete any necessary paperwork
  • Etc. 

After you get those tasks handled, then it’s time to think about the experience you create for your new board member. Consider putting an onboarding plan together that includes: an announcement, personal support, and education. 

Announcements

Does the new board member just show up to the first meeting? Or do you send a notification out to the board and staff announcing the new member? Needless to say, an advance notice is preferable. Other ways of making a newbie feel welcome could include a sign as they enter your facility, put their name on a marquee, or an announcement in your newsletter, on your website, or in the local paper. 

Take into consideration the personality and the culture of your board/agency as you send out the announcement. Should it be strictly professional and highlight the new volunteer’s accomplishments? Do you want to make it playful with fun facts? Does it make sense to share personal attributes about the new addition to your board? The answer will be different for each agency and each board. It may even tie to your mission. For example, if you promote reading, maybe the announcement shares the new board member’s favorite children’s book. 

Personal Support

Joining a new group of any kind can be daunting. It’s even more intimidating when everyone but you seems to know what’s going on. There are several ways to mitigate that uneasy feeling of walking into a room of strangers. Assigning a veteran board member as a mentor or a “board buddy” can help with the transition to a new group. 

This can be as informal or as formal as you and the board would like for it to be. The pair can meet prior to the new board member’s first meeting, so there’s a friendly face when they arrive. They can sit together during the meeting, to help with clarifying any questions that arise. And they can connect afterwards to explore how the experience was and continue to help answer questions. 

You can also assign a staff or volunteer to serve as the new volunteer’s personal host. Their job may be to introduce them around, and give context to the different players involved in the meeting.

Education

There is a lot to learn when joining a new board. Many describe it as drinking from a firehose. Finding the balance between giving them what they need to know in order to be effective, and not overwhelming them and scaring them away, is a tricky balance to find. Again, this will be different for every agency, and you will need to figure out what is right for yours. Here are a few ideas for methods of educating your new volunteers. 

  1. Orientation: If you bring in a new “class” of board members all at the same time, it may make sense to do a formal group orientation. It can range from a couple of hours to half a day. Involving staff and volunteers; as well as stories and activities, can reinforce learning and make it an impactful experience.
  2. Series of Conversations: When you bring new members in individually, it can be a little more difficult to keep it from being a total information-download. Think about breaking it up into different sessions, and again involve other staff and volunteers in the delivery. Spreading it out over a month or two can give the individual the opportunity to absorb all the new information.
  3. Self-guided Content: Another option is to create a series of emails, videos, or even podcasts that the new volunteer can consume over a period of time. This option is going to be less personal, and there’s the risk that the new person will not commit the time to review the materials. A board manual (print or online) that you give them to read would also fall in this category.

Some things you may want to include in your new board education are:

  • Why you exist – what is the critical social issue your agency addresses
  • How you help solve the problem for your community
  • What programs and services you deliver
  • The impact that your agency provides to the community
  • Key messaging
  • Review board expectations again
  • Duties and purpose of the board
  • How your board operates
  • Logistics – staff and board contact information, key dates, access to any portals or technology the board uses, and any other materials they will need

Finally, you might consider putting together a goodie bag for when they come to their first meeting. The goodies could include an agency t-shirt, their name tag, a notepad and pen, candy, and other swag. (This would be a great project for a board member who really loves to help with recognitions and appreciations.) 

How you bring a new person into your organization sets the tone for their experience. Want to retain your board members? Put intentional thought into all aspects of the experience you are providing for them. If you would like help putting together an on-boarding process that’s right for your agency, I would love to visit. Email me at Kim@Athena-CoCo.com, 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 

 

Engaging Prospective Board Members

In this article I talked about where to find prospective board members. (Incidentally, the sources for finding board members are also a great place to look for good donors.) Then, in this one I talked about the importance of clarifying your board expectations. Afterall, you wouldn’t take a paid job without knowing what the company was expecting from you. Similarly, no one wants to get into a volunteer position and be caught off guard by what is expected of them.

Today’s article is going to look at those crucial next steps. Once you know what you expect from your board members, and you have some ideas about where to look for and recruit them – you need to be ready with a plan for what to do with them once you start attracting them. 

I have observed leaders who meet someone – who has a little bit of interest in their organization – and they ask them to join their board right away. Finding, recruiting, and keeping good board members is hard work. It’s understandable that leaders may want to try and capture those interested as quickly as possible. However, slowing this process down is a much better approach. Let’s explore why. 

Recruiting Your Boss

Often, especially in younger nonprofits, the Executive Director does a lot of the work of recruiting the board. It often becomes just one more of the millions of things that she or he needs to work on. The very top reason to slow down the board recruitment process is because, as the ED, you are essentially recruiting one of your bosses. It’s safe to say that you probably want to make sure that you bring on someone who you trust, who you know will make decisions with the best interest of the organization in mind, and who is volunteering for your organization for the right reasons. 

Relationships Drive the Work

The work of a nonprofit organization is highly relational. Successful organizations engage more and more people in the important work of making the world a better place. Strong and healthy boards help to share the story of the organization, connect to partners, recruit more people to engage, and ensure impact and sustainability. Discovering how a prospective board member might contribute in an effective way takes time. It requires multiple interactions to develop a relationship and understand how their involvement can be mutually beneficial. 

Good Decisions Take Time

Just like you want to make a good decision for your agency, you also want to be sure that the prospect makes a good decision for themselves. They need to make a connection to your cause; determine if they have the time, energy and capacity to serve; and decide if your board is a good fit for them. It can be very disruptive to bring on a new board member, have them stay only a few months, and then lose them. 

For these reasons and many more, I recommend that organizations put a recruitment process in place. Having a process doesn’t mean that you cannot deviate from it, it just means that you have a plan for how to develop a relationship with a potential board member. 

Every organization needs to determine how their process looks. Many factors will determine what is right for each agency. An organization’s size, maturity, current programming, current board health, needs, and challenges are just a few of the things to consider. 

When working with agencies I recommend a minimum of 3 to 4 interactions prior to inviting someone to serve on the board. In the generic example below I’ve outlined some basic elements to include.

Board Recruitment Process

  • You get a Lead. This can come from networking, through your programming, a name presented by a volunteer, etc. 
  • Qualify that the Lead seems like a good prospect. Start (or continue) the relationship-building process. Take them out for coffee or lunch. Begin to share the idea of them serving on your board. 
  • If appropriate, invite them to observe a program or operations. Help them get a feel for the work that you do. During the observations make sure that someone hosts them. You want to clearly explain the methodology of your work, what sets your agency apart, and the intentional things you are doing to make a difference. 
    • Agencies that serve highly vulnerable populations may have to find different ways of educating a prospect about their work. 
  • Again – when appropriate, have them visit and observe a board or committee meeting. This is a good way for them to get a feel for the culture and how they might fit into it. 
  • Follow-up with the prospect to answer any questions, review expectations in detail, and explore how they are feeling about the possibility of getting involved. 
  • If they are interested, present to the board for a vote.
  • Officially invite them to join – OR – thank them for going through the process. 
    • A future article will talk about what to do with them once you invite them to join and they say: “Yes!” 
    • If you need to turn them away, share honest feedback. If the door is open to future involvement, let them know. If they are not a match, be clear about that too. 

As you consider who to bring into your organization, there is a lot to think about. Are they a good fit? Do they have skills that your agency needs? Can they help with connections, open doors, or raise money? These are all important questions you need to ask. I believe the most important thing to look for is passion. Do they care about the issue your agency is addressing and your strategies for solving it? If not, they may not bring their best self to the table and they may not contribute consistently. 

When you have a great first “date,” do the next logical step and ask them to get together again. Bringing someone on your board is not as significant as getting married. So after a few good “dates” it may make sense to start talking about taking the relationship to the next level; ie: getting them involved as a volunteer. Just as you should hire slowly and choose a life partner slowly – take your time bringing on new board members. 

If your organization needs help creating a recruitment process that is right for you, I would love to help! Email me at Kim@Athena-CoCo.com to learn more. 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 

 

Nonprofits Fail – Here’s Seven Reasons Why by Tracy Ebarb

Why Do Nonprofits Fail? Does it seem a bit crowded in here?

A few years ago, during his presidential campaign, Dr. Ben Carson made the statement that 90% of nonprofits fail within a few years. While Dr. Carson’s statement was largely hyperbole, it did call to attention the alarming rate of both nonprofit failure and ineffectiveness. The real data from National Center on Charitable Statistics reveals that approximately 30% of nonprofits fail to exist after 10 years, and according to Forbes, over half of all nonprofits that are chartered are destined to fail or stall within a few years due to leadership issues and the lack of a strategic plan, among other things.

There are currently over 1.5 million tax exempt non profits in the US.

In Texas alone, there are about 106,000 non profits, about 1 for every 4000 people.

In recent years the “overhead problem” has begun to be addressed. The irony is that we did this to ourselves in the first place. Instead of clearly communicating WHY an organization needed money to be invested in overhead, virtually all nonprofits educated donors that money spent on overhead was bad! We created that story by showcasing that operating on a shoe string budget was a badge of honor. However, when we do that we are actually perpetuating and encouraging a ‘race to the bottom’ mentality where success is measured by how little we spend, not by the impact we have.

Time and time again, we see research that shows the organizations that invest in technology, talent, and professional development end up making greater gains. The old adage from the for-profit world, “You have to spend money to make money”, is widely accepted — but not so, in the nonprofit world. In The Rise and Fail of Charities in the 21st Century, Elsey points out that “Nonprofits should not be having a conversation with donors about how little they are spending. They should instead be speaking to them about how much impact they are having relative to their budget….It should not be a badge of honor to be proud of operating on a shoestring budget.”

Remember, when you stick with the “Tin Cup” mentality and fear asking for an investment —you’re missing an excellent opportunity to articulate to donors the reason you need them and their funding and how they are helping to increase impact.

Also, don’t forget – 501c3 is a tax status, not a business model.

7 REASONS WHY NONPROFITS FAIL

  1. Empty Optimism – or Pie in the Sky Dreams (without the proper ingredients to bake a pie)

    I’ve seen some of the best, most needed (in my view), and earnest efforts falter and fail because the leaders simply did not accurately calculate the amount of support that would be available and the alliances and partnerships that they would need to support their humble beginnings. In other words – they lacked a sound business plan upon which to build a platform for success. The old saying ‘to fail to plan is to plan to fail’ is so very, very true.

  2. Values Vacuum – or Poor Organizational Development

    Healthy organizations establish core values that guide the way leaders and staff do business, and how they deal with each other and with outside people and groups at every point of contact. It is far too common for autocratic and self-focused founders to establish one core value: “do as I say.” These nonprofit heads find it very difficult to transfer authority or to share the limelight and leadership with an empowered team. There is little internal trust, and insufficient values to guard against abuses of power, privilege, and people. It is also an environment in which many unethical and even illegal practices can flourish, and often do. These organizations frequently fail in the first generation, and almost never thrive when the leader with all of the chips finally cashes them in.

  3. Competitive Blinders – or ‘we’re unique, there’s no one like us in the market’

    Nonprofit leaders and ministry executives are frequently insular and blind to the external changes and “market” forces that will be their undoing. Often it’s because they are so focused on the needs and crises around them. Or they cannot imagine anyone or anything that would deter them from their righteous ends. And charities are often unfamiliar with, or even repelled by, the notion of “competitors,” so they don’t recognize true rivals or adjust to compete. There is no ability to adjust programs to match changing situations, culture, or competition and to compete for donations, volunteers, media coverage, or program space. This blindness also manifests itself in the lack of research done to determine if there are other Organizations doing the same thing, with basically the same goals. This along with a self-righteous notion that “we” can do it better, or the right way, when cooperation, even merging with another Org would be so much more efficient.

  4. Iced Innovation – or the notion that ‘our website is good enough for now’…

    Nonprofits must Embrace Technology
    Mobile access, mobile devices and the experience on the internet has changed user expectations and has also provided nonprofits with a more level playing field.
    Take a look at the businesses that have grown quickly over the past years, innovative companies which are “disruptive” or at least are very different from doing “business as usual.” Apple, Amazon, Netflix, Zappos. Or nonprofit organizations which leverage technology to deliver on mission, like DoSomething.org and donorschoose.org.
    Today’s donors are also today’s online shoppers. So your “competition” isn’t the other charity with a similar mission–it’s Zappos. Today (and tomorrow’s) donors are accustomed to finding and buying what they want, when they want it.
    Ask yourself this question: Is your organization set up to allow donors to find and give you what they want to give, when they want to give it? Now pick up your smartphone and see how easily and quickly (or not) you can find your site and make a donation– because they will not go to a desktop to make a donation or share their affinity for your cause, when the ability to do so is right at their fingertips. It’s what they’re used to.
    The good news is that this technology also makes the playing field for causes, more level. Just a handful of years ago, DRTV might have been the most effective way to reach a mass audience—but, due to expense, was only available to organizations with the largest budgets. Today’s technology allows any sized organization the ability to communicate, educate, and engage on a greater scale than
    ever before—at little cost.
    The emergence of the Internet and subsequent online innovations that have changed the world in many ways has made strikingly obvious a business truth that is actually timeless. If you do not innovate, you will disappear. If there is no adjustment of creative content, communications, or methods for new times and trends you will miss opportunities, and be judged as antiquated (and perhaps irrelevant). Creative presentation and original thinking buy you another look, enable you to capture attention in a crowded field, and present new ways for people to engage with your mission.

  5. Mission Creep or ‘yeah, we should do that too!’

    When a corporation goes beyond its initial product line and area of service, it’s called brand extension. In nonprofits, we call it mission creep, and because charities are in the business of changing the world, their leaders often cannot seem to stop themselves from seeing every need as a call. The result is too many directions, no mission clarity, diffused expertise, and donor confusion.

  6. Misplacing Priority #1 – or forgetting who the ‘real boss’ is

    At the end of the day, for nonprofit organizations – Money is more important than Mission. Nonprofits exist to serve and to meet needs on a global scale, and we care deeply for the causes we embrace, often to the detriment of our funders. A successful nonprofit knows that their #1 Customer is their donors, period. Without the donors, there would be no impact, no people served, no mouths fed, no backs clothed. Those we serve are important, but if we really want to have an impact, we must take care of our donors first, we must make sure that our programs are designed to give our donors an opportunity to fulfill the goals they have for their philanthropy, and then constantly communicate to them the impact their dollars are having. And when it comes to taking care of donors, relationships, personal relationships are KING! No fancy CRM or automated gift response mechanism will ever trump a personal relationship.

  7. The Data Conundrum – or the fear of information

    Although many organizations have begun measuring every possible statistic related to fundraising efforts, few have enough data to guide planning, analyze management systems, or redirect underperforming programs or communications. This may be because of the pressure to reduce overhead, or because the entrepreneurial spirit of charity leaders causes them to fly by the seat of their pants, to trust their own (often flawed) instincts. Also factor in the age-old truism – “there’s paralysis in analysis” – there’s a real and present danger for Organizations who dive too deeply into the studying the data on their donors at the expense of personal relationships.

Common mistakes of failing nonprofits fit into the categories below:

  • Not Having a Qualified Leader
    A leader of a nonprofit needs the following traits: A head for business, Desire to do good, Sincerity, Confidence, Goal Setting, Organization Skills
  • No Website Or Poorly Designed Website
    Make a user-friendly website, avoid bulky language, make sure the contact information is accessible & accurate. Have strong compelling content. A rule of thumb is make sure nothing is further than “two clicks deep”. Display your mission in a clear area. Have a clear button to donate on every page.
  • Poor Planning and Record Keeping
    No plan of action. A nonprofit is much like a business. There has to be a clear plan to get funding to stay afloat.
  • Poor Accounting and Money Management
    Building a solid capital structure is a key, Keep Strict Money Records, File all Documents & Forms Correctly and on time, Set Aside Seed Money, Spend wisely Evaluate Wants Versus Needs
  • Marketing Only to Large Donors and Not Thinking Smaller Donors are Just As Important
    Small donors are just as important as large donors. Don’t expect donors to maintain or increase the size of their contribution each time they give. Thank every donor in every circumstance they donate no matter how much they give
  • Nonprofit Doesn’t Mean Tax Exempt
    Know your tax laws and file your taxes.

Ultimately, the real reason nonprofits fail is because they shouldn’t have existed in the first place.

7 Reasons Why Nonprofits Fail was written by Tracy Ebarb, Veteran Fundraiser and the National Association of Nonprofit Organizations & Executives’ International Director. Tracy’s journey in the nonprofit world began in the early 80’s through his service on Church Staff as Youth Minister, Associate Pastor, Church Administrator, Director of Development and Stewardship and Senior Pastor. Tracy joined the renowned consulting firm of Cargill & Associates in 1998, designing and conducting over 60 Capital Stewardship Campaigns raising over $50 million dollars. As an independent Consultant, Tracy has traveled extensively overseas raising funds and working to develop humanitarian projects in the African nations of Sierra Leone, Malawi and Zambia, and the Central American nations of Nicaragua, Haiti and Honduras. As well as consulting and developing Capital Fundraising Campaigns in over 75 churches and nonprofits across the US. Until recently, Tracy has guided the International Bowling Museum and Hall of Fame as the Director of Business Development. He has recently accepted the position of Senior Counselor at Development Systems International.

Ten Indicators You Could Benefit from a Business Coach

Here we are in 2022! Welcome. 

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

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

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

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

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

2. You feel like you have stagnated/imposter syndrome

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

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

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

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

4. You want a career change

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

5. You know you need to grow professionally

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

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

6. You need better accountability

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

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

7. You struggle to work “on” your business

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

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

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

9. You want to save time and money

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

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

10. You need ideas!

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

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

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

Kim Stewart

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

Everyone Should Have a Budget. Period.

Over the last year and a half, as I’ve been meeting and speaking with small business owners and nonprofit leaders, one thing has amazed me. I’m always surprised to learn how many businesses do not have a budget. Either they are small enough that they don’t see the point. Or they have never had one, so why start now? One for-profit business told me that their entire purpose is to make money and who needs a budget for that? Maybe most concerning is when the leader has a strong understanding of the finances, but they just keep it all in their head. 

Allow me to explain why I believe everyone needs a budget. This goes for nonprofits, for-profits, and even your home finances. A budget is simply a plan; with numbers. Most business leaders, whether they write it down or not, have a plan for their business. They know that they want to grow, maybe add a staff person, possibly expand into new markets, etc. In order to do all these things and more, you need a plan. And more specifically – you need a budget. 

Why Avoid Budgeting?

It seems that many leaders avoid the budgeting process because of a fear of numbers. People decide early on that they are “not good at math.” And that leads them to steer clear of anything with numbers. This is why it can be helpful to think of a budget as a plan that you assign numbers to. With modern technology, a simple Excel or Google Sheets workbook can be designed to do all the math for you! If that’s too techy for you, a piece of paper and a calculator will do the trick too. 

Another reason leaders disregard budgets is that they do not want accountability. A budget tells you what you should be bringing in and what you should spend. That creates stress and frustration for some. Keeping in mind that you’re the boss of your business can be reassuring. YOU are the one holding yourself accountable! 

Along the lines of accountability, people will forgo a budget because they think they need to be able to predict the future. Meteorologists can’t do that, and neither can you. Fortunately, no one actually expects that of you. However, based on your knowledge of your industry, of your business, and of trends, you CAN be expected to make educated assumptions. If you’ve been growing steadily for 3-years, it can be reasonable to expect that trend to continue. If you’re in a more volatile industry, you might have to work harder to see trends, or plan for ups and downs. It’s not predicting the future, it’s developing a plan based on your expertise. 

Creating and following a budget will empower you in the following ways:

  • Making sound decisions
  • Educating you on what is really going on in your business
  • Helping you control your spending
  • Identifying problems
  • Being proactive

Making Sound Decisions

Business leaders make decisions every day. Everything from the epic to the mundane. Your ability to make really good decisions will likely determine how long you stay in business and how successful you will be throughout your career. Fortunately, you have at your disposal a super-power-like tool that can help you to make great decisions. And, you guessed it, that tool is a budget. 

Think you need to add a staff person to improve production? A budget will tell you if and when you will have the finances to make that addition. Thinking about expanding a product line? Your budget will tell you if that’s a good idea or not. Want to give raises to your amazing employees? A strong understanding of your revenue and expenses will make it clear when and how much will be appropriate and responsible. 

If nothing else, the process of creating and monitoring a budget will give you a strong understanding of where your money is coming from and where it is going. With super-powers like that, confidence in your decision making abilities will go through the roof!

Educating You on What’s Really Going On

As stated above, a budget puts your finger squarely on the pulse of your money’s comings and goings. It will tell you which product lines are kicking butt and which ones are under-performing. The amount you spend on staffing will become crystal clear; not just in terms of salaries, but also taxes and benefits. You will understand the true cost of doing business. You can even break it down so you know how much it costs to produce each item or service you sell. 

Over time you will be able to see if your business is going in a positive direction or a negative one. As you develop your budget you will be able to see how things look for your year. From there you can make decisions that can help make your year look better. If your budget for the year doesn’t show revenue covering expenses, you know this up front and have the ability to change plans. You can also build-in decision-making check-points. For example: If things are still trending up after the first quarter you may want to plan for additional investments. 

Helping You to Control Your Spending

If you are not tracking your expenses, you are definitely losing money. There’s an old saying: What gets measured gets managed. It might not be much. A few dollars here, a few there. Not knowing where your money is going can really add up. A great example is the daily coffee many people indulge in. Even if you go econo-coffee from the local convenience store, this likely amounts to $5 to $10 per week. Left unchecked, that’s over $500 a year! What would it look like if you saved or invested that money instead? 

If a daily coffee is important to you, keep it in the budget. This is not intended to anger the coffee drinkers! The purpose of a budget isn’t to take away things you need or really want. Rather, it shows you where your money is going. You are likely spending money without realizing how quickly it adds up, or considering what you can do with that money with a little bit of planning and intentionality. A budget brings bad habits to light and allows you to do something about them.

Identifying Problems

In addition to teaching you what you are spending money on, a budget can help you find problems. This is how embezzling is discovered! Does something seem off, but you can’t put your finger on it? The power of a budget will help you figure it out. By comparing the amount that should be coming in with the actual revenue you can find discrepancies and dig in. If spending seems off, your budget will help you root out the source of the added expenses.  

As this suggests, it’s not enough to just create a budget. You have to put your eyes on it. A monthly review is best. Once a month look through and see if your actual revenue and expenses are on track with the plan you created. If so, do a little happy dance! If not, you will be able to make decisions that will get you back on track. (This monthly comparison also allows you to monitor changes in trends so you can make great decisions.)

Being Proactive

Finally, a budget gives you the power to be proactive about the future of your business and your life. Whether this is in the area of saving for emergencies or planning for your retirement, a budget makes saving possible. A survey from Bankrate.com revealed that over 80% of people are not saving enough for retirement and 20% are not saving anything at all. 

A mistake often made is that people “plan” to save “whatever is left over” after all expenses are paid. As you may have guessed (or experienced), that’s not a plan at all. With that approach, nothing will ever go into your savings. And when there is an emergency, your business may not survive. By putting together a budget, and planning to save for emergencies and retirement, you are much more likely to invest in your future and the future of your business. By including ALL of your expenses in your budget, you will know what it really costs to run your business and support your life. 

Numbers do not lie. They are not there to make you feel good or feel bad. Using a budget makes you knowledgeable and in control of your business and your life. Wield it as such. 

I am not necessarily a “numbers person.” But I do love a good plan and a solid spreadsheet. I also love making good decisions with as much information as possible. This is why I’m a budget superfan! If you are interested in receiving a budget template, email me at Kim@Athena-CoCo.com. I can also help you to transfer your plan into numbers and set you up with a budget that works for YOU. Let’s connect!

Kim Stewart

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

Our Similarities Outweigh Our Differences

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

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

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

Differences

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

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

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

Similarities

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

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

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

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

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

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

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

Kim Stewart

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

How to Be a Superhero

Last month I wrote an article on How Nonprofits Will Save the World. It talked about the impact of nonprofit organizations on our community, and the value of bringing people together to address our communities’ most critical social needs. 

If you know anything about nonprofit organizations, you already know that they never have enough time, money or people. After all, saving the world is a 24/7/365 job! One thing all nonprofit organizations have in common is that they could use more Superheroes. Fortunately, anyone can be a Superhero! This article will share the four ways that everyday citizens can transform into real life Superheroes. 

How to Be A Superhero

There are four general categories that define how you can serve your favorite nonprofit organization:

  1. Donate
  2. Serve as a Program Volunteer
  3. Become a Board Volunteer
  4. Participate & Advocate
Donate

If you care about the work of an organization, making a financial donation is probably the easiest thing you can do. It requires very little time, and every organization already has plans for what they can do with your donation. Even small donations can have a significant impact. 

Some organizations take donations of food or supplies. These efforts are great for engaging donors, and a good way to connect children to philanthropy. If you go that route, I’d like to suggest that you also consider a cash donation. Because of their supply chains and partnerships, a food pantry can stretch your dollar much farther than you can. In the hands of a food pantry, a $1 donation can feed approximately 10 people. 

Additionally, I’d like to recommend that you avoid making a donation that will create more work for the agency. For example, some organizations collect donated cars, then auction them off for the proceeds. That’s a cool fundraiser, if the agency is set up for those transactions. If they are not, your donated car creates a lot of work for staff who are already stretched thin. 

The best way to know what an agency needs most is to check their website or to ask. Clothing closets still need clothes and animal shelters need old blankets. I’m not trying to dissuade you from giving in-kind donations. However, I want to emphasize that cash is king and what agencies need most. 

The last point that I would like to make here is to encourage you to do your research. Especially if you are considering a larger contribution. Resources for understanding an agency’s transparency and rating compared to other organizations include: Charity Navigator and GuideStar and the BBB’s Give.org. 

Serve as a Program Volunteer

I like to divide nonprofit volunteer work into two categories: Program Volunteers and Board Volunteers (these can also be called Policy Volunteers or Governance Volunteers). In this section we’ll go over different ways to serve as a Program Volunteer. The next section will cover Board Volunteers.

A Program Volunteer is generally someone who performs tasks for an agency. This could be just about anything! Here’s a short list of jobs I have seen organizations employ volunteers for: 

    • Scout Leader
    • Youth Sports Coach
    • Food Pantry Processing
    • Welcome Desk Attendant
    • Nursery Baby Rocker or Book Reader
    • Blanket Maker for Chemo Patients
    • Event Assistant – water stations at races, check-in tables, providing direction for participants, welcoming, logistics, distributing supplies, etc.
    • Fundraiser
    • Tour Guide
    • Classroom Assistant
    • Animal Companion 
    • Office Support
    • Instructor
    • Cleaner
    • Carpenter
    • And much, much more!

This one is pretty easy to understand. If you have a skill you want to share or some time you would like to give, it’s just a matter of finding an organizational match. Agencies sometimes have their volunteer positions listed on their websites or on a jobs board. However, oftentimes they haven’t even thought of all the ways they could use volunteers. If you see a way that you could contribute or an unmet need, reach out and present your idea. Just make sure that your proposed idea doesn’t create more work for the staff. 

Become a Board Volunteer

Board Volunteers are the fiduciary agents for a nonprofit organization. A Board represents the community or the constituents that the organization is committed to serving. Board members are responsible for ensuring that the organization delivers upon its mission, while at the same time making sure it is a responsibly and ethically managed business. 

Board Volunteers differ from Program Volunteers in that they are thought leaders, rather than task leaders. When you are invited onto a Board, the organization is looking to you for your insights, opinions, and expertise. Board roles generally fall into these categories:

    • Mission & Purpose
    • Organizational Planning
    • Select Exec/CEO
    • Exec Support/Evaluation
    • Program/Service Outcomes
    • Adequate Resources
    • Financial Oversight
    • Ethical/Legal Integrity
    • Set Policy
    • Board Development
    • Community Conduit 

This is a lot. Rather than going into detail about each of these roles here, I’ll save that for a future article. 

If you are interested in serving on a Board, reach out to the Executive Director/CEO or the Board Chair. They likely have a process for recruiting and vetting their volunteers. You can also check out local resources, like Colorado Nonprofit Association or your local Library to find agencies looking for Board Members. 

Participate & Advocate

Last, but not least – you can support your local nonprofit organizations through participation and advocation. If they have a special event to raise money – sign-up. Tell your friends. And don’t just tell them “Hey, I’m doing this fun event, join me.” Tell them what organization the event is supporting, and the impact their work has on the community. 

The very best way to spread the word about the amazing work of a nonprofit organization is through word-of-mouth. Real people in the community, telling other real people carries more weight than any paid advertising. If you’ve been a beneficiary of an agency’s services, event better! Tell people. Your testimonial is not only great for PR, but it helps reduce stigma around these critical social issues. 

Your genuine, first-person words of support can benefit an agency in so many ways. Leave a google or yelp review. Videotape a testimonial. Offer to speak at a Board meeting or other event advocating for the organization. Spread the word, it truly helps. 

During the month of November I will be highlighting several nonprofit organizations. If one piques your interest, I hope this information helps you consider ways that you can step up and be a Superhero for them. 

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. In order to save the world, nonprofits need superheroes like you to help them have the kind of impact they exist to deliver. 

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

The Problem with SMART Goals

SMART Goals

Here we are! Summer is winding down, kids are back in school, football is in the air and crisp mornings are telling us that fall is almost here. Mother Nature is about to switch out her palette of brightly colored flowers, grasses and trees for the more muted earth tones that come from the changing foliage. I hear many people say that fall is their favorite time of year. And who can blame them! 

In addition to the relief from the heat of summer and the beauty that comes with fall, I have another theory on why we all love fall so much. With fall comes a return to normalcy. We get back into routines. And it gives us a chance to dust off goals and projects that got lost in the busy-ness of summer. It’s similar to New Year’s Resolutions, but without all the hype and dead-of-winter-gloom. 

As we refocus our attention on our goals, I thought it would be a good time to talk about the issue I have with SMART Goals. Before I do that, I want to give credit where credit is due. Many of you have probably heard of SMART Goals and possibly used them in planning. It’s been around long enough that we may forget that someone originally coined the phrase and started using it as a framework for goal setting. 

SMART Goals are coming upon their 40th birthday this November. Happy Birthday, SMART Goals! George T. Doran is credited with originally writing about the acronym. George was a consultant and Director of Corporate Planning for Washington Water Power Company in Spokane. He published a paper called “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives.” You can read the original article here if you would like to continue your history lesson. 

SMART Goals

In case you are not familiar with this concept, here’s a brief overview. The letters serve as an acronym for five elements that go into setting good goals. The original letters represented the following word/concepts: 

  • S – Specific = area for improvement
  • M – Measurable = quantity or progress indicator
  • A – Assignable = who will be accountable 
  • R – Realistic = reality check on whether the goal is achievable 
  • T – Timely = when results will be achieved 

As with many acronyms, the words have changed a little over time. In this case the two words that have gone through an evolution are the “A” and the “R”. In today’s application the “A” usually stands for Achievable or Attainable. The “R” fluctuates between its original word and Relevant. These are good changes. It has allowed the system to be used in many different areas of life, rather than just applied to the business world. 

As for the “R”, I’m fine with either Realistic or Relevant. When coaching a client on their goals, I prefer to use Realistic. It leads to some really good conversations about how the person is going to make their goal a reality in their life and how the changes will fit with everything else they have going on.

The problem I have is really with the “A”. Set right in the middle of the acronym, it has so much potential! Unfortunately, all the words that have been assigned to the “A” fall short of really helping people reach their goals. Let me give you an example.

The Problem with the “A”

I’m going to use weight loss, because it’s an example many people can relate to. If I want to lose weight I can set a SMART Goal that states something like this:

I will lose 5 pounds in the next 8-weeks. 

This statement fulfills all the requirements of the SMART system:

  • S – Specific = area for improvement = lose weight
  • M – Measurable = quantity or progress indicator = 5 pounds
  • A – Assignable = who will be accountable = me!
  • R – Realistic = reality check on whether the goal is achievable = definitely achievable 
  • T – Timely = when results will be achieved = 8-weeks

Do you see the problem? Nothing changes by simply stating that I’m going to lose 5 pounds in 8-weeks. Wishful thinking will not make this goal happen. Even if you change to the more modern “A” words. The goal is achievable and attainable, but it’s still missing something. 

We need some movement or change in order to reach our goals. We need to do something different than what we’ve been doing. Otherwise everything stays the same. The evolution of SMART Goals acronym that needs to happen next, is the “A” needs to become Action. What is the Action that is going to lead to the outcomes we want? 

In the example above, adding action makes all the difference. And the more specific, the better:

I will lose 5 pounds in the next 8-weeks, by riding the exercise bike 4 days a week for 30-minutes, and eliminating late-night snacking. 

This is a goal that I can hold myself accountable to! I am crystal clear on the behaviors I will be changing in order to reach my goal. As far as the words we are sacrificing, Achievable and Attainable are both addressed when we consider whether or not the goal is Realistic. This new structure gives people the power to create goals that will take them where they want to go. 

As you pull out your sweaters and sip on your pumpkin spice treat, consider what a great time this is to refocus on your goals. Hold them up against this new SMART system and make sure they include the Action that will move you forward. 

I love helping people clarify, strategize, and achieve their goals. Email me at kim@athena-coco.com to schedule a free 30-minute discovery call if you are interested in setting and reaching your goals!

Kim Stewart

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