Board Volunteers:

Culture matters

10 Signs You Might Be Leading a Toxic Organization

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

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

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

10 Signs of a Toxic Organization

#1 Poor Staff Retention

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

#2  Morale is Low

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

#3  Poor Communication

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

#4  Cliques, Exclusions, and Gossipy Behavior

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

#5  Supervisors are Ill Prepared to Do Their Job 

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

#6  There is No Work-Life Balance

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

#7  Constant Drama

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

#8  Dysfunction Reigns 

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

#9  Staff are “Kept In Their Place” 

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

#10  The Organization Lacks Mission, Vision, and Values

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

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

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

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

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

Developing Great Supervisors

Boss vs. Leader

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

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

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

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

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

Next Level Supervisors

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

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

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

  • Give Staff Autonomy

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

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

  • Shine a Spotlight on Staff

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

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

  • Help Team Members Advance

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

  • DON’T Treat Everyone the Same

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

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

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

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

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

Need help cultivating good supervisors in your business or organization? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos with quality supervisors, so you can find time to focus on what’s important to YOU! 

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