text:
An annual campaign is an opportunity, once a year, to unabashedly ask your fans to donate to your efforts. An annual campaign is your opportunity to make the case to your core supporters without relying on any gimmicks or give-aways, ie: 'we're doing incredibly important work in this community and we need your financial support to do it.' Best yet, donors who give to your annual campaign are likely folks you can keep coming back to every year (hence the name) and ask for further supporter. Consider not just the $25 someone gives you during an annual campaign, but the potential of that person to give that $25 (or more) every year for the rest of their life.
Annual campaigns also allow nonprofits to build the capacity for larger giving campaigns. Looking to raise some money this year? Start with an annual campaign, create a basic strategy and get to work. Create the infrastructure you need to track donors, say thank you, and follow up in future years.
I often think of an annual campaign as low hanging fruit in the fundraising world where I am seeing large numbers of nonprofits launch fundraising campaigns that seem to primarily focus their message and efforts on getting their supporters to go spend their money at a for-profit business with the promise of a tiny fraction of the sales coming back to the nonprofit. I'm not knocking that business model, if it works for your nonprofit, but I do hope it doesn't come at the expense of asking your fans to support your nonprofit, without the expectation of anything in return. Annual campaigns are an opportunity to unabashedly make the case to the community that the work you're doing is important, is making an impact, and *needs their donations* to bolster your efforts.
- Job postings that were visually appealing stood out first. These postings had bright logo's and well laid out formatting that made sense to read and flowed logically. This is in contrast to weaker postings that seemed drab, confusing in layout, and sometimes even lacked basic important information like organization or title. Sometimes it even seems like folks are taking an internal document, not meant for public viewing, and submitting it as a job posting.
- Job postings that made a compelling case for the organization and the position. A job posting is an opportunity to make the case for the organization and the role within it. The best postings do just this. Weaker postings tend to either lack any relevant details or list any and ever responsibility in a never ending list. Focus on what's most important and make strong case for why.
- Wages and benefits are market rate and competitive to the position being advertised. Trying to find a 20 hour a week CEO to lead your capital campaign and you want to pay them $10.50 an hour? You probably want to rethink that position. Too often in the nonprofit world we excuse below market pay as an unfortunate but unavoidable part of the industry, but it doesn't have to be that way. If your organization can't afford to pay fair market wages to employee's, perhaps rethink the organizations capacity to deliver those services.
Great job postings are visually appealing and match compelling positions within world class organizations to market rate wage and benefit packages.
These are just a few of the things that stood out (or didn't stand out) when reviewing thousands of local nonprofit job postings. I hope these suggestions help you think strategically about the information you're presenting in your next job posting. Happy Hiring!
You can find a few photo's of the event here.
At the event last week we were excited to share the evaluation that we've been working on WMU's Evaluation Center over the past 2.5 years. You can find both the evaluation in its entirety and the summary infograph here.
Consider this just the first step in sharing and processing the evaluation. We'll host a workshop in collaboration with WMU's Evaluation center in June to dive deeper into the results and there will be much more to come in the months (and years) ahead regarding this report. The results are clear though: ONEplace is serving a record number of participants, the impact of our work is largely what we set out to do, and now we have some evidence to back up those claims.
ONEplace was created by the community to continues to exist for the sole purpose of building capacity of nonprofits in Kalamazoo. We would be remiss not to thank the three foundational partners of ONEplace, without whom ONEplace would not exist. Without these institutions, who both helped found ONEplace a decade ago and remain supporters to this day, ONEplace would not exist and would not be able to provide 100% of our services for free. They are: Kalamazoo Community Foundation, Irving S Gilmore Foundation, and the Kalamazoo Public Library. Thank you!]]>
You can find the full evaluation here.
You can find a summary infograph page here.
Consider this first release of the reports as only the first step. In the months ahead we look forward to diving into the results internally and externally and mapping how we'll use this evaluation to guide our work moving forward. For example, look for a ONEplace workshop in June led by Brad Watts the Assistant Director of WMU's Evaluation Center, unpacking the results of this evaluation and using it as a case study that we all can learn from.
We'd love to hear any thoughts or feedback you have about the evaluation at firstname.lastname@example.com. For now, happy reading.
1- Ask the staff member- How does the staff member want to be developed? What do they value? Are conferences valuable and fulfilling for them? Are they motivated primarily by feedback or compensation or a combination of the two? Asking your staff what successful staff development looks like for them will ensure you know the types of development strategies that will resonate best.
2- Pay a fair market wage- To often in our nonprofits we accept wages far below fair market value with the faulty logic that because our mission focused work is so important, it justifies paying people below their value. In reality it's just the opposite, because our mission focused work is so important, we must pay employee's fair market wages so that we attract the best employee's and retain them once they are here. Developing great staff members starts with paying them fair wages.
3- Invest in mutually beneficial development- Staff development does involve actual investments of time and money. Identify staff development investments that will benefit your organization and the individual staff member. Mutually beneficial staff development investments are where everyone gets something they want.
4- Invest in relationship building and intentional team development- In my early years as a manager I would have foolishly rolled my eyes at this one. Now I've seen first hand how intentional relationship building and developing trust between and within teams is vital to success.
5- Remind folks they are important and thank them- This doesn't make up for a lack of paying someone a fair wage, but consistently remind staff that their contributions are valuable and say thank you.
6- Set realistic expectations for performance- Staff development does not solve the problem of an unsustainable and/or unrealistic business plan. Make sure the staff you're trying to develop has a realistic and sustainable work load. Often times in the nonprofit context, we try to use staff development to overcome what is actually an unrealistic work load, stemming from an unsustainable business plan. If you pay your staff member 20 hours a week but give them 40 hours a week of work, no amount of staff development is going to solve what is an unsustainable expectation.
What do you think? Which of these strategies has worked for you? What would you add to this list?
Tips from Kalamazoo Social Media Week
5 Ways To Increase Your Nonprofit's Social Media Presence
At Kalamazoo Social Media Week we believe in providing knowledge that supports progress and ingenuity throughout our community. We do this by providing affordable educational opportunities and by inspiring current and aspiring social media professionals throughout Kalamazoo.
We know nonprofit professionals are busy and often don't have the time they'd like to commit to social media marketing. With that in mind, last year we held our very first Social Media for Social Good Competition — a fun and friendly challenge that pits teams of conference attendees against one another to develop social media strategies for area nonprofits.
We'll be holding that challenge again this year and we'd love to see your organization participate. The competition is free for nonprofits and — win or lose the ultimate challenge — every nonprofits gains something from the experience. You can find more information about applying at the end of this blog. In the meantime, we've put together some easy, go-to tips nonprofits can use now to increase their social media presence.
You don't need to be on every channel. In fact, you likely shouldn't be on every channel. You might think, "Shouldn't my organization be everywhere it possibly can be?" Well, no. Before creating an account for the next latest and greatest social platform, answer these questions first:
If you aren't able to show photos of the work you're doing due to client confidentiality, if you're not a client-facing agency, or if you just don't have the staff with the know-how to capture great photos, growing an image-heavy platform like Instagram is going to be tough. And when you're already operating at and giving 110% in other areas, it's better to focus on other channels that make life easier and have the biggest ROI.
There are tons of blog articles telling you how often to post and when, but if you're doing the posting yourself, strive to post once a day on all pages. With that said, always remember quality over quantity. Don't post just to post. It is so much better for your content to be useful, relevant, and aesthetically pleasing than attempt to slap something together because it's 5:08 pm and you haven't posted anything that day.
Reply to comments, socialize on other companies' and organizations' posts, respond to your messages quickly. Post a story on Instagram if you're doing something cool. It is important to look responsive and commenting and supporting others makes you look like a positive, upbeat part of the community– something all nonprofits should strive for.
Think of your social media as annual appeal and report practice. Tell more stories on social media than your annual report and appeal will allow. The best thing you can do with your social media pages is to share testimonials, success stories and what's working at your organization. Use images, preferably real photos when you can to help tell the story, and always direct these posts to a call-to-action.
Telling stories lets users connect with your organization. And if they are looking for services, sharing stories can reduce stigma and create a welcoming culture where anyone will feel comfortable asking for help. You are also increasing your chances of that post being shared because this type of content is usually more engaging. This will ultimately grow your audience and more importantly your donor, volunteer, and client base.
Kalamazoo Social Media Week's Social Good Competition
As mentioned at the beginning of this article, our Social Media for Social Good Competition aims to engage Kalamazoo Social Media Week participants while developing social media campaigns for local nonprofits. In this fun and friendly competition, teams of conference attendees develop social media strategies for area nonprofits using the tools and information learned during the conference. Each strategy will be scored by our expert judges and the winning nonprofit group will be announced at the end of the event.
Monetary prizes are given to the nonprofits with the best developed campaign. Funds must go toward implementing the campaign and can include but are not limited to; hiring a photographer to take photos, investing in social media advertising or hiring a contractor to do the whole campaign for you. Aside from the monetary prize, there are so many other benefits to applying to participate. If selected, your nonprofit will receive:
Nonprofit eligibility requirements:
Applications for the Social Good Campaign are being accepted from February 11-March 11. Complete the application process for your nonprofit here. And to read more tips on how to increase your nonprofit's social media presence, check out Josie Joan Creative's original blog post "How to Increase Your Nonprofit's Social Media Presence" here.
Before we get to the results, a quick reminder that our Grant Writing Series (a top workshop based on both evaluation and attendance data) kicks off later this month. Please continue to stay tuned to this space for some exciting announcements in the coming weeks regarding ONEplace 10 year anniversary later this year and a big evaluation project we've been working on. Without further ado, here's the top 10 ONEplace workshops of 2018, based on evaluation ratings.
Workshop Title- Date (evaluation rating)
1. Grant Research Tools- 2.7.18 (3.97/4)
2. Safe Harbours: Self-Care Through Mindful Awareness- 12.6.18 (3.91/4)
3. Donor Recognition- 10.17.18 (3.86/4)
4. Evaluation 201- 7.17.18 (3.85/4)
5. HR Essentials- 6.13.18 (3.84/4)
6. Race and Housing- 8.3.18 (3.83/4)
7. Evaluation 101- 6.20.18 (3.83)
8. Planning Your Year-End Fundraising Campaign- 10.3.18 (3.82/4)
9. #MeToo Movement: What Should an Employer Do? 7.25.18 (3.81/4)
10. Immigration Policy Issues and Opportunities for Engagement- 8.7.18 (3.80/4)
Honor mention (above 3.75) include: Job of the Manager and Managing Yourself, Movement for the Movement, Grant Writing Basics, Toxic Stress and Resilience Part 2.]]>
1. Race & Housing- 8.3.18- 63 attendees
2. Grant Writing Basics (January)- 1.31.18- 44 attendees
3. Toxic Stress and Resilience #3- 5.3.18- 38 attendees
4. Toxic Stress and Resilience #2- 3.23.18- 37 attendees
5. Toxic Stress and Resilience #1- 2.23.18- 36 attendees
6. Grant Writing Research- 2.7.18- 35 attendees
7. Building a Cohesive Team- 3.21.18- 29 attendees
8. Building a Stronger Board- 2.28.18- 28 attendees
9. Grant Writing Basics (July)- 7.17.18- 27 attendees
10. Coaching Workshop- 3.22.18- 22 attendees
Thank you for everything you all do support and nurture our Kalamazoo community. The nonprofit community in Kalamazoo is filled with awesome people, working hard on important issues. Here's to a great 2019. Cheers!
I tend to focus on continuous improvement. As an attorney, I would evaluate the outcome of cases and advocacy work. Is there anything that could have been handled differently? What can be done to address systemic issues that continue to affect our community? Analyzing outcomes was an important part of my work. However, I rarely celebrated success.
While we do need to focus on improvement at an organizational level, take a moment to celebrate your organization's success and your staff that makes it possible.]]>
Nonprofits are not only intersecting with nearly all the people in a community, they are also working to address community issues.
Because nonprofits involve all of us and are working to improve our community, building a strong nonprofit sector is important to our communities success.]]>
-"Once in a Lifetime" by Talking Heads
I find myself reflecting on my first year in the Director role here at ONEplace and was reminded of the classic Talking Heads song "Once in a Lifetime". I found myself asking: How *did* I get here?
The literal answer? More than a 15 years in a variety of nonprofit roles brought me to ONEplace. Stints at national brands like the YMCA, Girl Scouts, and Western Michigan University, coupled with a whole host of experiences with small, local nonprofits. These roles, plus a variety of volunteer board experiences were the most likely things that led me to a position as ONEplace Associate, starting in September 2016. Soon after, a dream job turned into something even more.
In July of 2017 my friend, mentor and boss Thom Andrews took medical leave, and tragically, passed away in September of 2017. It was a tremendous loss for our entire community. As Thom wanted, the work of ONEplace endured.
It was withing that somber time of fall 2017 that I was selected to serve as the third Director of ONEplace (November 2017). It was part of a year of major changes for me not just professionally, having also gotten married in December of 2017.
So is that really how I get here? There must be something more than this. And there is. Like the fact that I had amazing mentors throughout my career. The fact that I worked for some tremendous institutions along the way (that includes my current employer Kalamazoo Public Library, which is truly world class and filled with incredibly smart humans). I have privilege afforded to me via my race, gender and sexual orientation. I have a near constant desire to explore, understand, dissect and take an active part in my community. I got to experience life changing learning by beginning to get involved with anti-racism organizing. It turns out, beyond the literal answer to "How did I get here" there exists a whole world of additional answers that deserve unpacking.
Perhaps my question will serve as a helpful analysis to get the gears turning for you: How did you get here?
I look forward to the coming season of reflection and question asking. After "How did I get here?" I think I might take another lead from the Talking Heads and find out: "Where is that large automobile?"
Throughout my career, I have witnessed extraordinary leaders/service providers and each of them exhibited the ability to be present. We can grow our ability to be present through practice. For instance, in Peer Learning Groups we focus on being present with a leader working through an issue by asking open and honest questions (and not immediately running in to fix the situation). As part of Leader Academy, we incorporate practices such as journaling, embodied movement, and guided meditation.
In the end, it is our work to find what supports us to be present. Developing a practice is an individualized journey.
Next month, we will be hosting a series of workshops focused on self-development with an opportunity for you to engage in practice to see what is supportive for you. Please consider joining us.
One thing I like to tell folks new to grant writing is that grants are the easy part. Grants are not easy actually, but compared to building a sustainable institution, they are the easy part. So how do you be successful in writing grants? Build a sustainable institution. And how do you build a sustainable institution?
Know your cause better than anyone else. Know your organizations unique and specific role in that cause (we call this your purpose). Let this cause and purpose drive your decision making and programming. Become a community expert in the area you're working in. Understand your organizations current capacity, and be realistic. Understand what your nonprofit does (and does not) do and pursue it with a laser like focus. Say yes to the right things and more importantly, so no to the wrong things. Sometimes you'll need to say no now so that you may someday be able to say yes. We know that organizations that are constantly over-capacity have very little chance of increasing their capacity.
Once you do these things, grant writing becomes the easy part: Tell your story. Tell how your work is needed and effective. Explain how you'll measure your work. I find that when an organization truly understands it's work, telling the story of that work is simple and fun. Likewise, when an organization is not clear it's vision or purpose, it becomes very difficult to write a grant.
It's not that grant writing is easy per se but grant writing will become easier when you do the hard work of building a sustainable, disciplined nonprofit organization.]]>
Throughout the nine full day sessions, ONLA focuses on topics such as human resources, financials, fundraising, board development, supervision, sustainability, cultural competency, public speaking, and self-care. Critical topics that help us move our organizations forward. There is also the opportunity to engage in self-assessment and focus on your growth as a leader with the assistance of a mentor. Beyond professional development, ONLA also provides the opportunity to build relationships with emerging leaders in our community.
I remain grateful that I had the opportunity to participate in the 2017 Leader Academy with a wonderful group of people engaged in our community. I believe it helped me become a stronger leader and a truer version of myself.
If you are interested in the 2019 class or know an amazing candidate, information and application instructions can be found here.
October 29 and November 2 – Information Sessions (one hour - not required)
November 9 – Applications due by 5 pm
Questions may be directed to ONEplace staff – email@example.com or 269-553-7847.]]>
This workshop came to be after we had gotten several questions from area nonprofits about this topic. You'll recall I wrote about the topic a few months ago, cautioning that while some were predicting a many billion dollar decrease in giving, we would all be well served by taking a wait and see approach.
John offered similar sentiments predicting that these tax changes 'are a factor in giving but not a major player" and even going to far as to predict that we may actually see an *increase* in major giving.
The most valuable advice John gave to attendee's was to use the uncertainty about tax law changes as an opportunity to make your giving program stronger and more sustainable. These are things in your control, while tax law changes are not. The reality continues to be that we won't know the true impact of these changes until the data comes in after the end of the year. But if you use this opportunity to improve your strategy, and shore about your plans, then no matter the impact of tax law changes your giving program will be better off.]]>
What are the questions we are not allowed or not able to ask? What are the root causes we aren't able to examine? What is the history we refuse to acknowledge and be accountable to?
I've been thinking a lot about the dominant philanthropic model that most all of us exist and work within that tends to focus on tweaking or fixing the way things work. But what happens when 'the way things work' is creating or perpetuating the very problems we are trying to address?
Can we as nonprofits working on social issues do a better job of understanding root causes and examining critically the power structures and systems that create the conditions we seek to address? We can't change history, of course, but we can examine it. Learn from it. Recognize how history lead us to this point. We can ask critical, uncomfortable questions.
From affordable housing to racial wealth gaps to environmental pollution to walkable streets and nearly every other issue, before a discussion really gets started we hear: "but where are the solutions?" I suggest that we tend to overfocus on solutions and not spend enough time truly examining the structures and systems that got us here. Solutions are important, to be sure, but I'd like to suggest an equally compelling push towards critical analysis.
Today's blog post is a call to ask the hard questions as part of our important nonprofit work. Ask the hard questions that seem unaskable. Have the uncomfortable conversation about root causes.]]>
In my past role, it was challenging to have the time available do deep work. There was always an urgent situation that needed to be addressed and my schedule could quickly get out of control. Setting aside one day a week allowed me to work on the projects that needed to be completed. If there was an emergency, I would reschedule the time but it needed to be a true emergency. Sometimes I could only find a few hours of time to set aside. For at least a portion of the time, I would take a break from my phone, email, and social media. It wasn't always perfect but it helped me triage my work.
Literally, I made an appointment for myself. Rocket science – right?
But this created a shift in how I handled my workload. It helped me recognize that I need to regularly examine the way I work and evaluate if I need to make a change.]]>
After the loss of my father more than a decade ago, my family and I started a tradition to celebrate his deathiversary each year on the day his passing. This macabre holiday was started as a tongue in cheek way to deal with our pain, but evolved since into a real tradition. Why? Simply put: we're grieving, let's do some of it together in community and collectively share, remember and reflect on loss.
In that same theme, I've spent a lot of time reflecting and grieving on Thom the past week. Considering what Thom taught us and how his legacy lives on. I see Thom's legacy every single day here at ONEplace. Our Cause Driven Organization model, the theoretical underpinnings of ONEplace's philosophy, was created and championed by Thom. We currently are eagerly awaiting the results of a comprehensive evaluation from WMU's Evaluation Center, which is a project Thom envisioned many years prior and saved for meticulously until we could afford to invest. And these are just a couple of examples. The reality is we see imprints of Thom all around us every day, both at ONEplace and out in the community, where 1000's of community members were impacted by Thom's work. For that I am thankful. Thank you, Thom Andrews.]]>
The goal of the Academy is to develop executive leadership within the nonprofit context. This includes those envisioning an executive director position in their future as well as those considering other high level leadership positions.
The Academy includes nine full-day sessions (8:30 am – 4 pm). Sessions are held once a month beginning in February and concluding in November. Sessions will be held in a retreat-like setting, and it is expected that participants will be present for the entirety of every session. An orientation session will be held in December.
Application Information
Application now available here
- October 29 and November 2 – Academy Information Sessions (one hour - not required)
- November 9 – Applications due by 5 pm
- November 16 – Notification of acceptance (maximum of 16)
- November 30 – Commitments to Participate due by 5 pm
Questions may be directed to ONEplace staff – email@example.com or 269-553-7847.
More Information and application instructions can be found here.]]>
The results of taking time away to sharpen the saw are both personal and professional. It's good for you and good for your work. Taking time away from work is good for you, your relationships, your productivity, your mental health, and more.
What do you need to sharpen your saw? If you are a supervisor or manager, what can you do to support your employee's needs in this area?]]>
Before joining ONEplace, I participated in the Supervisors and Managers Peer Learning Group. Over the course of nine-months, individuals meet for an hour and a half and one participant talks through a situation. Instead of giving advice, the other participants ask open ended questions. This format allows individuals to process a situation and engage their own inner judgment. I found this challenging but also very helpful.
Recently, I met with a friend developing an interesting new project and throughout our conversation I engaged in quite a bit of problem solving. After I left, I realized that I wasn't thrilled with how the meeting went. I followed up, apologized and explained that moving forward I would like use open ended questions to discuss the project. I also asked him to let me know when I started down the road of providing advice.
At the end of the day, he needs to make decisions and trust himself. Developing this skill as a leader is crucial and it requires practice.
Peer Learning Groups
Groups meet monthly Sep - May (nine sessions). Register for Sep. session.
2nd Wednesday, 12:30 – 2:00 pm – Supervisor/Manager
2nd Thursday, 12:30 – 2:00 pm – Executive Directors
3rd Wednesday 12:30 – 2:00 pm – Development Directors
3rd Thursday 12:30 – 2:00 pm – Volunteer Managers
Last week one of our colleagues at Kalamazoo Public Library, Matt Smith, a Collection Development Specialist Librarian, presented his research on the topic of Race and Housing. The workshop was filled with more than 65 nonprofit and government leaders who learned, via Matt's painstaking research (nearly 1,000 Kalamazoo Gazette articles from 100 years back through today), about the history of racist housing policy in Kalamazoo. The implications are clear and damning: from redlined maps of Kalamazoo created by the federal government in the 1930's that created literal segregation and inequity in our housing system, to the real life implications of racist housing policy today in Kalamazoo, including linkages to the modern day Foundation for Excellence.
One obvious question after learning about this history and it's modern day implications is: what can we do to address the situation today? The answer is complicated and unclear and often leads to even more questions. How do we address not just a singular problem but rather generations of racist housing policy? What role do our nonprofit institutions play in this work? What role do I personally play in this work?
One thing you and your institution can do right now is get involved in anti-racism organizing. We have a workshop later this month here at ONEplace that will feature a few organizations who have been doing this work in Kalamazoo. More info on that training, called Institutional Anti-Racism, can be found here: https://kpl.evanced.info/signup/eventdetails?eventid=12796&lib=0&return=. ERACCE is also hosting a 1 day workshop on Aug 18th in Kalamazoo that is a great starting point for engaging in this work: http://www.eracce.org/event-calendar/ (note there is a cost for the ERACCE training).
While many of us, myself included, sometimes wish for a 'solution' that will address these issues quickly and easily, as we begin to dig into this work we quickly realize that it will require nothing less than a life-long effort to dismantle institutional racism. Now is a great time to get started. The future health and success of our entire community is at stake.
How do we evaluate? This, I think, is where many of us in the field get mixed up. There's just so many different ways to gather feedback, and without a PhD in Evaluation, how is one to know which to choose? Like anything, there is no doubt the 20th time you do it will look better than than the first. To that end, earlier this year Kalamazoo Community Foundation staffer David Feaster stated at a Grant Writing workshop, in reference to evaluation and perhaps not knowing where to start: do something! Create a feedback loop for your programs that showcases how you are doing what your constituents need and want and how you are attempting to measure if you deliver on those needs/wants. There can be a lot of complexity in evaluation, but we shouldn't allow that to stop us from starting somewhere.
So you've collected the data, what now? Here at ONEplace we use evaluation data both in real-time to get feedback about events as they happen, and we use data long-term to help us inform our strategy and visioning. One great idea I heard in Meg's Evaluation 201 workshop recently was the concept of a feedback workshop. This is where you would host a workshop after you've collected data so you can let people know what you found out and even ask them to unpack or inform the data further.
Whatever you do, do something, and start now. If you're looking to become more informed in this area, we have a number of helpful resources locally. In addition to the aforementioned Meg at KYDnet, we also have WMU's Evaluation Center here in Kalamazoo, which is an internationally known evaluation center. And I would be remiss if I didn't mention that ONEplace will continue to host workshops and be a resource in this area. Happy Evaluating!]]>
As organizations, we must understand vicarious trauma.
Compassion fatigue is also referred to as "vicarious trauma" which is defined as "the transformation or change in a helper's inner experience as a result of responsibility for an empathetic engagement with traumatized clients" (Saakvitine, Gamble, Pearlman, and Lev, 2001). If we are burned out, we feel emotionally depleted. If we are experiencing compassion fatigue, however, we may experience changes in our ability to trust, have difficulty with intimacy, be concerned about our own safety, and experience intrusive imagery related to the traumatic stories to which we have listed. - What About You? A Workbook for Those Who Work with Others, page 32 (Workbook).
As set forth in the Vicarious Trauma Toolkit (VTT), individuals exposed to work related trauma may experience a range of responses from the negative, vicarious trauma, to the positive, vicarious resilience.
How can we support our employees?
We must acknowledge that this is an organizational issue. Vicarious Trauma impacts our employees and impairs service delivery. We can assess our organization and take steps to address the gaps. Assessments are available as part of the VTT an alternative example is available in the Workbook linked below.
Vicarious Trauma Resources
I've found these days to be incredibly helpful to our work and wondered why I hadn't incorporated this practice into my work until now. Yes, it is a privilege to be able to have the time and flexibility to do this. Yes, it is sometimes quite hard to find a full-day to spend outside of the office (by the way, being outside of the office isn't a requirement for this day, but we've found that it does allow us to actually focus fully on the planning and not get sucked back into the inevitable daily tasks, distractions, etc that can be hard to resist when they are right in front of you). But the benefits are worth it. The ability to reflect on the quarter that was and make adjustments makes our work better. The ability to focus and outline the plan for the next quarter makes our programs stronger. We prioritize planning days away because we believe the work we are doing is important and this activity makes the important work more effective.]]>
The Boardsource downloadable resources, tools & templates page offers a variety of accessible materials ranging from guidance on bylaws, a form 990 checklist, and an emergency leadership transition plan. Please note that a majority of the materials are available for free, however, some require a membership.
The National Council of Nonprofits tools and resources page offers materials addressing a variety of issues such as employment, conflicts of interest, and financial management.
Utilize Foundation Center to search a vast database of grantmakers around the country. Interested in learning more? Attend our Grant Research Tools Workshop on July 24th. Foundation Center must be accessed on a Kalamazoo Public Library Computer - it is not available off-site.]]>
The main charge from the nonprofit sector on the new changes seems to be that increasing the standard deduction will mean less people donating to charity because they have less reason to give without the ability to itemize their donations (about 30% of people itemize currently and that number is predicated to drop to 13% with the new changes). It's worth noting that many studies have shown that tax benefits are often *not* cited as a primary factor in reasons people support a charity. Tax benefits are usually ranked well below a myriad of other reasons that motivate people to give. Additionally, some researchers speculate that many people may value tax benefits higher than they are willing to admit. With that said, some experts are estimating that these changes to tax law may reduce charitable giving by as much as $13 billion per year, costing the sector more than 200,000 nonprofit jobs.
So what to do? Recall that only 30% of people were itemizing deductions prior to the change (now estimated to be 13%), so while this change may impact your nonprofit, it may not impact the majority of your donors at all. Still, it would be wise to pay attention, know the facts, and study your donor trends. Even better: talk to donors about what they are experiencing and what they need to continue to support your work.
ONEplace will continue to look to host workshops and share relevant information on this topic as it's available.]]>
Check-in with your capacity to host effective meetings. What could you do better? Does your staff team need skill building in the area of hosting effective meetings? This simple skill has the potential to pay dividends to your organizations ability to serve its mission.
I thought of this concept recently when reading the book The Givers: Wealth, Power and Philanthropy in the new Gilded Age by David Callahan. In the book Callahan examines the ways in which mega philanthropy is changing not just the nonprofit sector, but society as a whole.
Mega philanthropists are not just the brand names we know like Zuckerberg and Gates, but hundreds (perhaps thousands) of other wealthy individuals who exert influence on a huge range of issues from education to environment in the form of multi-million dollar philanthropic gifts.
Callahan outlines how mega philanthropy is not a new trend, but is as prominent and pertinent as ever. This is coupled with that fact that the gap between rich and poor in American has been rising at alarming rates over the past few decades. He also suggests that the trend of mega philanthropy is here to stay and will increasingly play a role in the way we fund not just our organizations, but even our cities and governments.
This is relevant to our region, most notably with the City of Kalamazoo's recent foray into the creation of a new nonprofit, The Foundation for Excellence, fueled solely in its creation by major gifts from two local mega philanthropists.
While we can and should continue to celebrate the good that comes from philanthropy, including mega philanthropy by the super rich, we should likewise be critical lovers. The book outlines some key questions for us to consider:
To create a sustainable, vibrant, and effective nonprofit, we must always be examining our strategy and theories of change to ensure the vision and mission of our respective organizations are being met. It would serve us well as social sector leaders to examine the above questions (and add our own additional questions) so we can begin to incorporate and reflect the answers into our strategies.
There is no doubt that mega philanthropy has already played an important role in shaping our sector and it's our job to continue to be critical lovers.]]>
A newly created competition will help local nonprofits with their social media strategy at this year's Kalamazoo Social Media Week conference.
On May 9 from 2:30 to 5:00pm, teams of Kalamazoo Social Media Week conference attendees will have the opportunity to develop a social media strategy for area nonprofits utilizing the tools and information learned during the conference. Each strategy will be scored by expert judges and the winning nonprofit group will be announced at the end of the event.
What's in it for nonprofit participants?
Eligibility requirements:
To nominate a nonprofit visit: https://www.kalamazoosocialmedia.com/social-good
Registration to attend the conference is now open! Save money and purchase your ticket now with the advance rate of $50. This 2.5 day conference will feature speakers, workshops and panels talking about social media strategy and development for people looking to learn more and stay on top of current social media trends. The programming is curated and built by volunteers who are local professionals in the field, passionate about social media and also love their community - Kalamazoo! To learn more or to register visit Kalamazoosocialmedia.com]]>
In Michigan, the average student loan debt for undergraduate degrees is around $30,000.00 with an average monthly payment of $393.00. For new borrowers, the current interest rate for federal loans is 6.8%.
ONEplace is a catalyst of community success
We envision a day when a critical mass of Resolute-Humble Leaders is spread throughout our area, collaborating to successfully address deeply entrenched community problems. Success is not understood as solving a problem once and for all. Rather, success is a state of continual improvement in which a community admits and addresses their problems and opportunities in a spirit of cooperation.
"In the end, we realize that leadership development is ultimately self-development. Meeting the leadership challenge is a personal – and a daily – challenge for us all." - The Leadership Challenge
Our Cause
A strong nonprofit sector is critical to the success of any community
Nonprofit leaders interface with residents from all socio-economic strata as well as the business, faith and government communities. They also provide the human infrastructure required for thriving communities.
Our Purpose
To encourage and equip Resolute-Humble leaders
Resolute-Humble leaders take full responsibility and ownership of their role(s), seeking required resources and developing needed relationships. They listen and learn from others, and teach and share with others.
Our Strategies
Address the whole person
We bring all of who we are to every situation
Encourage personal integrity
Aligning values and actions energizes one's voice and agency
Facilitate strong, collaborative connections
Only together do we bring sufficient capacity to move the needle
Leader Development programs includes
ONEplace Nonprofit Leader Academy – ten-month intensive; 1 full day/month (Feb-Nov)
Peer Learning Groups – nine-month intensive; 90' meeting/month (Sep-May)
Board Development – onsite training and facilitation to increase board effectiveness
Management Track Workshops – addressing content areas & skills
Direct Assistance – single session consulting on new or sticky concerns
Employment Opportunities - webpage providing nonprofit job listings in Kalamazoo County
ONEpages – single-topic, online/pdf resources on essential nonprofit issues]]>
Folks report these sessions are really powerful. It turns out, while we may have the ability to discuss issues with our board, or colleagues at work, power and politics are in play in those situations in ways that at times do not allow us to fully examine an issue. Asking honest, open-ended questions to the speaker allows them to explore the issue from their own perspective in a way they usually haven't had the opportunity to previously.
Examining an issue without immediately jumping to prescriptions and solutions is a powerful and helpful tool.]]>
Ragan brings a number of new skills and experiences to ONEplace that will benefit the entire nonprofit community. Ragan is a 2017 alumni of ONEplace Leader Academy and has been a frequent attendee of ONEplace programs through the years. Ragan has previously served on several local nonprofit boards including HRI and Kalamazoo County Bar Association, as well as being the Past Chairperson of the Kalamazoo County Bar Pro Bono Committee.
I am looking forward to working with Ragan here at ONEplace. I am sure you'll find her to be tremendous resource as well.]]>
Mentorship is a must. So what is mentorship? It could be as simple as bouncing ideas off a respected peer, or learning from an expert what has worked and what has not. Mentorship includes skills such as: listening, advising, and supporting. Mentorship relationships can range from a quick coffee to a multi-year formalized process.
Any nonprofit professional that is aspiring to leadership should seek out mentors. What are your goals and interests? Find mentors who match them. In my experience, many potential mentors are honored and excited to be approached with a question like: "I admire your work and would appreciate your mentorship. Can I buy you a cup of coffee and pick your brain sometime?"]]>
Direct Assistance – Oftentimes, new challenges or unforeseen turns leave boards wondering what to do next. We offer a listening ear, give perspective and help to make sense of the situation. Further, we offer guidance and resources to further your efforts and address your unique concerns.
Onsite Training & Facilitation – Most every board benefits from a common learning experience. This often takes the form of learning or revisiting the basic responsibilities of a board and then exploring how they apply in your specific organization. Other times, it means revisiting mission, vision, and values and then discussing where we want to go from here. We work with you to tailor the session to your specific needs and equip you for effective follow-through.
Here's what we don't do:
We don't provide a complete strategic planning process nor do we do specific tasks for you (e.g., grant writing, web development, evaluation). For these services, we recommend consultants who have strong track records of serving nonprofits and offer a sliding fee scale (see our directory). In this way, ONEplace services complement what consultants offer. On occasion, we've had consultants suggest that their client organization go through a session with ONEplace prior to engaging their strategic planning process.
We're grateful to the Kalamazoo Pubic Library, Irving S. Gilmore Foundation, Kalamazoo Community Foundation and others whose support makes ONEplace services available to you – free of charge.
For more information, see our website or email me (matthewl at kpl dot gov).
Here at ONEplace we meet frequently with community members interested in starting new nonprofits. Folks are looking for resources in the right place, because ONEplace has compiled several resources about starting a nonprofit. The best of these in my opinion is Michigan Nonprofit Association's: Guide to Starting a 501(c)3 in the State of Michigan. Before you start a new nonprofit though, there are several questions you should ask:
- What nonprofits already exist in this area?
- How will the new nonprofit be different or better than what already exists?
- Do we have a business plan that showcases how this nonprofit will be a sustainable institution?
The last of these is perhaps the most important. Good ideas abound, but sustainable business plans are much harder to come by. If you're convinced a new new nonprofit is needed to address a community need, you should be able to showcase how the new nonprofit is going to be sustainable. While often cited otherwise, 'grants' is not a sustainable nonprofit business plan. Nonprofits institutions, like their for profit counterparts, must be able to sustain themselves over time. If your nonprofit idea isn't accompanied by a strong business plan, it's likely time to go back to the drawing board.
During our discussion I was reminded of a powerful lesson on conflict resolution I was taught years ago at a camping conference I attended (my background is in summer camping). The presenter was named Michael Brandwein, a well know camp consultant. Michael had the entire group fill out a 10 question survey filled with controversial, polarizing questions. Issues like abortion, marijuana use, guns, etc. Basically, things people have strong feelings about either way. Next, the group had to turn to a stranger next to them, and choose the question where their answers differed the most. The pairs were then instructed to take 1 minute each to explain their position to the other person. The person listening was to listen only and not interrupt. After the minute was up, the listener was to repeat back to the speaker in their own words what they had heard. The speaker then had an opportunity to agree that they had been heard, or clarify any aspects that were not repeated back satisfactorily. Once each person had the opportunity to be speaker, and agree that they had been successfully heard, the pair was to high five in celebration.
As the exercise first began, tension was in the air. You could see what everyone was thinking: "Debate this politically charged, personal issue with a complete stranger.... Do I have to?"
Yet, once we began, never have I seen a room go from such discomfort and anxiety to celebration so quickly. To watch as pairs went from nervously sweating to jubilantly high fiving was seemingly magic. As each pair successfully completed the activity, you could observe the two parties faces change from tension to relief. From being anxious to being thankful.
It turns out, genuinely being heard is a game changer. As we studied tactics and tools to mediate conflict this weekend, I was reminded of an often overlooked, but priceless strategy for conflict resolution: genuinely listening. When someone is truly heard, it doesn't solve every conflict, but it is helpful in almost every case.]]>
In "The Power of Habit: Why We Do What We Do in Life and Business", Charles Duhigg outlines how our habits have the power to transform our lives and our organizations. To change or add habits, first we must understand how habits work- cue, routine, and reward. To change a habit, we focus on changing the routine to get the desired outcome we want. We then must identify the most important habits in our organization.
By focusing on keystone habits in our organization, we can transform the organization through habit change. The book provides an example of the CEO of a steel production company that focused on improving worker safety as the keystone organizational habit change. The company found that focusing on this keystone habit not only virtually eliminated workplace accidents, but also improved their profitability. What keystone habits in your life and your organization would you like to change, focus on, or add?]]>
1. Regular check-in- The Board Chair (and/or the Executive Committee) should be checking in regularly with the ED and vice versa
2. No surprises- Share openly and honestly, especially when there is bad news
3. Clear expectations and robust evaluation- An ED needs to know clearly what their job is. It's the work of the board to set a crystal clear vision for the organization, and then evaluate the ED's effectiveness in achieving that vision.
You can read the article yourself and find more resources like this here.]]>
The nonprofit sector today faces challenges and changes like any modern industry. Notably, demand for services is up and the ability to meet the need is increasingly down. This according to the Nonprofit Finance Fund. When we just focus on nonprofits that serve low-income communities that gap is even more pronounced: need is up above average and ability to serve is down below average.
Given these conditions, nonprofits have a challenge to build financial sustainability, underscoring the need to 'ask full' from funders. This involves ensuring that your story includes the true cost to deliver the program. Increasingly nonprofits and grantors and funders must agree that a nonprofit's ability to build reserves should be paramount.
Easier said than done. To be sure. Nonprofit staff must be experts in their respective organizational role and nonprofit board members must set clear and focused vision to guide the work of the nonprofit. Increasingly, board's role include advocacy: to protect and advance through active vocal advocacy, the mission of the institution. Board roles and nonprofit staff roles alike call for moral leadership on values of diversity, inclusion and equity. Also, anti-racism organizing.
Nonprofits are important. When best used, they are addressing long standing community issues. The structural inequities that plague our cities took centuries to build and will take centuries to dismantle.
To put it lightly, we need nonprofit leaders willing to do the hard work. We also need to 'ask full' from our funders and have a clear understanding of our capacity. This often involves saying 'no' to compelling work that isn't right for us right now.
Matt's experience in the Kalamazoo non-profit environment, his demonstrated abilities over the past year, and his passion for all that ONEplace embodies is the right combination to lead ONEplace. We are excited for Matt and are confident he will do a great job.]]>
A lot of people have asked me recently, how will ONEplace change? The short answer is: it won't. ONEplace will no doubt continue to evolve in the years ahead, as it has during its first 8 years. But the ONEplace you know and love, and that broke attendance records in 2017, will wrap a busy fall and continue into 2018 full steam ahead.
As an update: On Friday we wrapped up our 2017 Leader Academy class, so a big congrats to the 2017 class of graduates. Thom Andrews, who led more than 1/2 of the sessions for this emeging leaders academy, would be proud of all the graduates. Also on Friday we made selections for our 2018 Leader Academy class. We were excited to have a very strong class of applicants to choose from.
2018 will kick off another year of our popular free public workshops. January will feature workshop series on grant writing and February will feature workshops on board development. Look for more information on those series, and more, in this e-newsletter in coming weeks.
I look forward to connecting with you in my role as the newest Director of ONEplace and appreciate the tremendous legacy of leadership which ONEplace is built upon.
Key to understanding this is a commitment to do the right thing and stop doing the wrong thing. Challenging to this practice is that 'the wrong thing' can sometimes be a much needed service in our community. But it's not what's right for our organization right now. We may have to say no now so we can say yes in the future. You can see how this ties back into our first pillar: setting a focused direction. Only once we know exactly where we are headed, and have alignment around how that flows from our cause to our purpose to our strategies to our programs, can we have clarity around what is the right thing and what is the wrong thing for our nonprofit.
Also critical to the practice of ensuring long-term capacity and integrity is to ensure our capacity (time, energy, resources) always exceeds our program needs (expenses). This is especially tricky in the nonprofit sector where often the demand for our programs exceeds our capacity. When demand exceeds capacity, especially in some areas where nonprofits provide critical needs to the community, it's tempting to cut corners. Yet we know when we cut corners our programs suffer, both in quality and effectiveness. Furthermore, overstretching ourselves puts us on the path towards an unsustainable future.
We as nonprofit leaders need a clear understanding of our institutions capacity, and a shared understanding of our specific direction. With those data points in hand we can make critical decisions about what's right for our organization, and what we need to stop doing. More importantly, we can ensure long-term capacity and integrity for our institution.]]>
We often work with boards in crisis, they're short on board members and need new ones ASAP. We know that there is no silver bullet to board sustainability, rather, boards who plan ahead years in advance are less susceptible to crisis (note: *less* susceptible, as all boards have the potential to be in crisis). Boards need to encourage engagement at every level of their organization, from first-time volunteers to long-term board members. Because we know people move in and out of organizations as life happens, boards that encourage engagement at every level will be most resilient.
One way boards can encourage engagement at every level is to build a culture of continually inviting and thanking people within their institutions. Key to this culture is that every person is valuable to your institution, from the new program participant, to the board members. When we create a culture of continually inviting and thanking people in our institutions, we find that we are always welcoming people to take the 'next step' into our institution, while at the same time, thanking the person for being exactly where they are at.]]>
A question boards should consistently ask themselves is: Where are we headed? Not just the general direction, but specifically and explicitly: we are headed here. We find when organizations aren't specific, they often think they're headed in the same direction, but as time passes it becomes apparent that everyone had varying interpretations of where 'here' actually was.
Besides selection and evaluation of the Executive Director, one of the most important jobs of the board is setting a focused direction for the organization. In fact, setting a focused direction is likely even more important than hiring and evaluating an ED, as even great ED's need a clear vision from their board on where to go. Nonprofit boards need to set a clear vision as to where the organization is headed. Then hire a great ED to set about accomplishing that vision.]]>
Past graduates have commented that the Leader Academy experience deepened their understanding and expanded their networks. With room for only 16 participants, Leader Academy is always at capacity each year, so it's best for those interested to start getting their applications materials ready now, as they are due November 10th, less than a month away.
Like everything ONEplace offers the community, Leader Academy is free to participants. We estimate the value of the 9 month long leader development program at more than $1,500. ONEplace is able to offer our services to the community for free because of an on-going collaboration between Kalamazoo Public Library, Irving S Gilmore Foundation, Kalamazoo Community Foundation, and other area funders.
The best Leader Academy participants always come from recommendations from the community. Who do you know that would benefit from this powerful emerging leader program?
Find out more information and download the Leader Academy application here.]]>
To achieve this purpose we employ strategies. Our strategies are:
- Address the whole person (we bring all of who we are to every situation)
- Encourage personal integrity (aligning values and actions energizes one's voice and agency)
- Facilitate strong, collaborative connections (only together do we bring sufficient capacity to move the needle)
Our vision of ONEplace is as a catalyst of community success. We envision a day when a critical mass of Resolute-Humble leaders is spread throughout our area, collaborating to successfully address deeply entrenched community problems. Success is not understood as solving a problem once and for all. Rather, success is a state of continual improvement in which a community admits and addresses their problems and opportunities in a spirit of cooperation.]]>
Think of the issues we're trying to work on in our community: food sovereignty, institutional racism, intergenerational poverty, automobile violence to name just a few examples. Each of these are clearly major issues in our community. So how do we make sustainable progress in addressing them? Do we really know? Anyone claiming they have it all figured out is likely overstating their analysis.
A couple of thoughts on laying the foundation so we can begin to move the needle:
1. Clearly identify the cause we're trying to address- Often times we're so focused on the day-to-day of our own institutions activities, that we miss the opportunity to identify the cause we're working towards. What's the big picture? What's the long-term goal? If our organizations purpose is emergency food assistance, our cause is food sovereignty. The role we play day-to-day is providing emergency food assistance to those in need, while the cause we're ultimately working towards is a community where no one goes hungry. Even while we do the vital work of our organization, we need to ensure we identify and understand the bigger cause we're working towards.
2. Have honest, difficult, critical and uncomfortable conversations- The concept from ERACCE anti-racism training is called becoming critical lovers. That is to say, we care so much about our institutions and our community that we are willing to critique them from a place of love. Because we care about addressing long standing issues and because we love our respective institutions, we are willing to move beyond surface level analysis to have tough and even uncomfortable conversations.
3. Focus on collective impact- Collective impact connects our organization and its individual efforts with the work of others across the community addressing the same cause. We know from experience that moving the needle seldom happens from one institution and is almost always the result of multiple institutions working together, each bringing their own expertise and efforts to the table.
We don't know how to move the needle, not exactly anyhow. But we can begin to lay the foundation. We can clearly identify the problem we're trying to solve, and we can build and maintain a culture that is willing to have honest, difficult, and uncomfortable conversations. We can identify and build community with others working towards the same cause as our organization.
These things won't move the needle, but they just may help us get started.]]>
We heard of Thom's commitment to forgiveness, and his fun and playful demeanor in life. We heard how Thom tried to live into his values every single day. We laughed and cried remembering and celebrating Thom's remarkable life. We'll continue to remember and celebrate Thom in the weeks, months and years ahead. For now, we invite you to add your thoughts In Memoriam to Thom Andrews here.]]>
For me this is a helpful challenge. Professional Development is important to me but without the intention, the weeks tend to slip by. In the nonprofit world, there's always pressing tasks: emails to return, meetings to attend, programs to attend to, and prep work to do. Yet, those things will always be there. By scheduling an hour each week I ensure that professional development is a regular part of my work week.
You get to decide what your happy hour looks like each week. Perhaps watching a webinar, reading chapters of a book, or attending a training. Maybe it's as simple as practicing a skill you want to improve. The important part is to intentionally take an hour each week to invest in your own professional growth, and track your results.
So what will your professional development 'happy hour' be this week?
You can learn more about this concept, and find resources to help plan and track your weekly progress, here.]]>
Last week the 2017 class of the ONEplace Leader Academy spent a portion of our day practicing the skill of public speaking. We know that public speaking is an important skill for nonprofit leaders. Leaders speak in small conversation, at staff meetings, board meetings, Rotary clubs, and more. Public speaking is one way we increase how people know about our cause. It even has the potential to improve the effectiveness of our work.
Key to public speaking is having one key message. That is, what is the *one thing* we want people to take away from our presentation? A good public speaker will always have a clear answer to that question. If you cannot say it simply, you likely do not understand the issue well enough.
Beyond having one core message, it is important to speak from the heart. When you are passionate about a topic, your energy and enthusiasm will rub off on your audience.
Even the most seasoned nonprofit leaders fall into the trap of reciting the same old facts and figures while public speaking. The facts and figures are important, to be sure, but to truly inspire an audience, leaders must focus on a core message that inspires themselves and thus the audience. Public speaking is one way we inspire others to our cause and increase the effectiveness of our work through shared understanding and action.]]>
In reflecting on this team training and anti-racism organizing in general, it is clearer than ever: we all must do this work. Virtually every nonprofit in our community and the people and causes they are working passionately to help are impacted by institutional racism.
Doing this work is hard, but that does not change that we have to do it. I heard the following said at our training and really agreed with it: 'This is the most effective organizing I have been a part of.' We need to be effective in dismantling institutional racism because it is hurting us all and preventing our institutions from fully living into our values.
ONEplace recently hosted a workshop on institutional racism with some of these same groups. We are interested in highlighting the ERACCE anti-racism organizing model to area nonprofits. We were pleasantly surprised to see more than 30 organizations and 50 people attend. We received feedback that a few nonprofits are already moving forward with anti-racism organizing after the training and through conversations with others, we know many more are considering their next steps.
Kalamazoo is truly stronger together, that includes our nonprofit sector.
You can learn more about KPL's anti-racism organizing efforts here: http://www.kpl.gov/about/antiracism-transformation-team.aspx
You can learn more about ERACCE's anti-racism organizing here: http://www.eracce.org/
Pictured are participants and presenters from a recent ONEplace workshop titled: Institutional Anti-racism.]]>
We are proud to announce and welcome Matt Lechel as he steps into the leadership role as Acting Director of ONEplace @ KPL. Matt has served as the Associate at ONEplace, working in tandem with the Director, for the past year.
As many of you may have already learned, ONEplace Director Thom Andrews has been battling metastatic kidney cancer since March 2016 and has recently begun an extended medical leave. The entire KPL team has Thom and his family in our thoughts and wish him all the best in his treatment.
ONEplace plays an important role in capacity building of nonprofits in Kalamazoo. ONEplace believes leadership lies at the core of organizational effectiveness and is thus focused on developing nonprofit leaders in our community. Kalamazoo Public Library strongly supports the work of ONEplace and is wholly committed to the ongoing collaboration between area funders and KPL that makes ONEplace possible.
We are confident that as Acting Director during this time, Matt will continue and build on the great work of ONEplace. You can find out more about Matt here. Please do not hesitate to contact him at email@example.com or 269.553.7847 with any questions.
I'm currently on medical leave, but the long and short of it is that my time at ONEplace has come to an end.
It's a hard decision but the right decision. As much as I will miss the work, I know that, during the transition, Matt will keep things running smoothly. He's done it before. Plus, he has the support of many fine KPL staff and others in the community committed to ONEplace's work.
Thank you for the honor of working with you and the privilege of trusting me with your concerns. The depth of commitment and ability that exists throughout our nonprofit community constantly impresses me and fills me with hope for our community.
How ONEplace will transition is still being figured out. For me, I move to the next chapter in my life and work with a grateful heart and an upbeat spirit.
Take care,
Becoming great is a long-term venture.
He gave other, business-related examples: Gillette, Nucor, Pitney Bowes, and others. While the press and public hailed them as upstarts and newcomers that burst on to the scene, each company's "overnight success" had taken years to build: focused, slow, and methodical.
In contrast, the comparison companies (that faced the same circumstances but failed to transition to a great company) looked to the next big thing to save the day: the next merger, the next new product, or the next major initiative. As a result, most bounced from one thing to the next, never committing long enough to sink deep roots into their market.
There simply is no short cut to great.
Focused, slow, and methodical – sinking deep roots that will hold the organization in place through high winds and fierce storms; Deep roots that will allow the organization to branch out and sustain new initiatives that are anchored to the core purpose; Deep roots that spread into the underpinnings of the community, contributing to a diverse ecosystem of success.
So, where is your organization headed? You may or may not have a clear, guiding mission or vision. You may or may not have a useful strategic plan. Regardless of what tools you use, you need to know where you're headed so that each small step builds on the last and prepares for the next.
The tortoise wins the race every time.
If it's free, people won't value it.
The phrase comes up at every meeting of our capacity building organizations - be it the Michigan network or national conference. When we discuss business models and program offerings, I describe how all ONEplace services are free of charge and invariably I hear someone utter some form of "it won't be valued." My response is always
That's not our experience.
Indeed, at ONEplace we understand that, while there is no monetary cost to participating in our programs, there is a time and opportunity cost. We take this seriously, because we know that people are busy and time holds great value. As a result, we see that our participation rate is outstanding. In fact,
Over the past two years, our attendance equals 95% of those registered.
Many capacity building organizations that charge a fee cannot make such a claim. Even though I'd like to think that the quality of our programming is what keeps retention so high, I know that the greater contributor is the high level of commitment our area's nonprofit professionals have to their growth and development. These leaders take full advantage of resources offered and use them to strengthen their skills and bolster the overall capacity of their organizations.
So, kudos to you – the dedicated nonprofit professional! Oh, and one more thing:
If you ask any of my three sons what the word "free" means, they will tell you, "It means somebody already paid for it." That is indeed the case here. ONEplace exists as an ongoing collaboration of the Irving S. Gilmore Foundation, Kalamazoo Community Foundation, and Kalamazoo Public Library, with additional funding from the Dorothy U. Dalton Foundation and Harold & Grace Upjohn Foundation. Their vision and support make ONEplace possible.
Be sure to say "thanks" next time you see them.
It is also a real responsibility.
One of your primary jobs as a board member is ensure financial and legal integrity of the nonprofit and set a vision for the future. Worried you won't be able to do those things? Don't worry- I always encourage new board members (myself included) to spend their first year on the board as primarily an observer.
Learn the norms and culture of your board. Understand the governance model of the board and the programs and practices of the nonprofit. After a year, you will be an expert in all things board and be in a much better position to regularly contribute to the board.
Here are a few lessons I've gleaned from nonprofit board work:
Saying no to some things so you can say yes to the right things is a difficult but important skill. In nonprofits the need will almost always be beyond the capacity, so staying disciplined and focused is important.
Diversity of perspectives is important to a nonprofits board success. Anti-racism organizing, Persons of Color in leadership positions, and service recipient's on the board are a few examples of signifiers of a boards commitment to everyone's voices being heard.
Make sure you are ready to commit to your full board term. Be ready to show up at meetings and respond to emails/calls as needed. No one needs another absent board member
What interests or passions do you have? Connect with organizations that align with your interests. Start to volunteer with them. If you are up for it, express an interest in joining their board.
Our community needs you!]]>
What's the point?
For me, it's not a hard question. This blog serves as a discipline for me. It pushes me to consider issues and concerns, explore my position or perspective, and then communicate it as clear and concisely as possible. My hope is to invite your engagement and consideration as well.
This reflective exercise often takes me to the heart of why I do what I do. A post may grow out of strategic efforts we're undertaking or a workshop series we're presenting. It may be a response to a trend in our sector or a recent news event. Whatever the case, this weekly discipline calls me to recognize the dynamic nature of our environment and engage its challenges to my values and vision.
The goal of this discipline is to stay on course, to sustain our relevance.
Of course, each of us must find our own best path. How do you stay on course and sustain relevance? Where do you struggle with this? As you explore these and other related questions, know that we're available to walk along with you.
While each of us finds our own way, we don't have to search alone.
Certainly, it is a freedom borne out of enduring hardship and military victory. It also is a freedom sustained through a sense of history and connections with family and community. Devoid of any sense of "look what we did," our freedom story conveys the power of relationships, loyalty, and love.
As we celebrate Independence Day, we recognize that it's our interdependence that sustains our freedom.
Bringing this concept home to our nonprofit sector, we acknowledge that each independent 501(c)(3) plays a role within our community. We also acknowledge that no one organization can move the needle or change the conversation on the deeply entrenched concerns facing our community. When acting alone, we do good enough work – i.e., board is happy, donors are happy, foundations are happy. When...
Working together, we do great work: needles move, conversations change, and paradigms shift.
Let me cast this vision for Kalamazoo: We envision a day when a critical mass of leaders is spread throughout our area, at all levels of our organizations, collaborating as a matter of standard operating procedure to successfully address deeply entrenched community problems in a spirit of cooperation and unity.
That will be our In(ter)dependence Day.
The power of talking through a situation with a good listener.
At ONEplace we've seen this in various venues, so much so that several of our services put this at the core of the experience. For example, our Peer Learning Groups revolve around a coaching model of open questions and discussion. Many of our Direct Assistance (i.e., first level consulting) meetings begin with questions that draw out the client's concerns. And several workshops include interactive exercises that allow participants to listen one another into speech.
Now, we're taking this a step further.
On July 21, we're offering a one-day retreat called Courage to Lead. Based upon the work of Parker Palmer and the Center for Courage and Renewal, this retreat provides an opportunity to get away from the workplace, slow your pace, and listen reflectively to the wise voice within. While we do our own work, we also help one another by posing open questions and listening without judgment or interruption.
Through the process of shared exploration, you find a confidential space to nurture personal and professional integrity…and the courage to act on it.
I trained for two years as Courage & Renewal Facilitator and am happy to bring this service to ONEplace and our nonprofit community. Like all of our services, it is free of charge due to the generous collaboration between KPL, the Irving S. Gilmore Foundation and the Kalamazoo Community Foundation.
For more info and registration, visit our website.
Make. A. Succession. Plan.
A succession plan is simply a strategy and plan to deal with inevitable leadership transitions in our organizations. These could be sudden and unexpected transitions or long planned transitions like retirement. Unfortunately, many nonprofits do not have plans in place to address leadership changes. According to BoardSource, only 34% of nonprofits have a succession plan and that number is significantly lower for start-up's and emerging nonprofits.
Here's an exercise for your nonprofit, first, choose a key leader in your organization whether they be the CEO, board chair, or a vital staff member. Next, ask yourself, "How would the important work of our organization continue if _____ weren't here?" The answer to that question should help justify the creation of a succession plan for key leaders in your organization.
A succession plan for a small or start-up nonprofit will obviously look a lot different than a succession plan for a long established nonprofit. Where an established nonprofit's plan may focus on identifying a specific successor and mentoring them, an emerging nonprofit's succession plan may be more focused on an organizing strategy, to ensure that a diverse stream of people are brought into the fold, through a culture of continually inviting and thanking.
Bake these things into your business plan.Whether your nonprofit is young or old, having a succession plan in place will ensure the vital work of the organization continues over the long-term. ]]>
What do we memorialize in our organizations?
This gets to the fundamental stories we tell. For example, every nonprofit has a founding story – how and why it got started, who was involved, what hurdles they overcame. Further, many organizations also have significant events or accomplishments that illustrate the power of their purpose and cause. I think of the Nature Center acquiring and developing Heronwood, the Kalamazoo Symphony presenting Yo-Yo Ma, ROI opening their Great Lakes Center for Autism Treatment and Research, and so many others.
These stories define our organizational roots and lend depth to our purpose.
National holidays ask us to remember and reflect. They also contribute to the culture and overall narrative of who we are. Our own organization's "holidays" can do the same by asking our followers to remember a particular milestone, reflect on what it means to them, and recognize how this event played a role in the life of our shared community.
Identifying, formulating, and telling these stories should not be understood as solely a marketing effort. It takes leadership to champion the effort, envision the organization and its history within the bigger picture of community life, and encourage our enthusiastic staff and volunteers to tell the stories.
What's your organization's narrative?
Public speaking.
Everyone engages in public speaking on behalf of their organization. Most of it is informal, such as phone calls, casual conversations, and responses to "tell me about your work." Some of us are called upon to speak in more formal ways, such as giving reports to staff or board, introducing a guest, or speaking to a civic club about your organization and its work. Whether formal or informal, a consistent sentiment about public speaking is that
It scares us to death…but it doesn't have to be that way.
For the past two years, we've included public speaking instruction and experiences as part of our Leader Academy. The feedback has been outstanding. We address four primary speaking opportunities: giving an introduction, giving a report to staff or board, and giving a speech – both elevator speech and podium-based speech.
Through this instruction, people find that public speaking loses its intimidation. They leave with the templates and approaches that they've used in a workshop environment and the confidence that this bit of practice instills. The goal of these sessions is to give you the ability to say, "Yes" with confidence when you receive that invitation to speak. You'll still be a little scared. You'll also know that you can do it…and do it well.
Now, we're bringing these sessions to our public calendar.
Public speaking – from conversation to keynote – sits at the core of effective fundraising, marketing, supervision, governance, leadership, and management. Therefore, ONEplace offers a Public Speaking series starting next week – June 7, 14, and 21 – during which we'll address the Introduction, the Presentation, and the Speech (elevator and keynote).
I hope you will attend.
We're all vulnerable at the level of our assumptions.
While this statement could take us in any number of directions, I want to look at it through the decision making lens. In leader development literature, poor decision making is one of the most commonly identified deficits. From my vantage point, I see this deficit rooted in our assumption that we share an understanding of the decision's desired results. Or, to say it another way,
We too often lack clarity on the criteria for making a successful decision.
You've been in that meeting. Someone states that a decision must be made and the first question raised is, "What are our options?" Soon, the discussion becomes a debate among favored options without a detailed understanding of what the decision will accomplish. Each of us operates out of our own set of assumptions…our own criteria.
There are two easy steps that will boost your decision making. First, name the decision you wish to make by asking, "What are we doing?" (For example: Select a donor management software by May 31). This sets the scope of the decision, and it allows us to test the current decision against previous decisions (e.g., did we decide that we needed a donor management software?).
Second, establish the criteria for a successful decision by asking, "What do we want this decision to accomplish?" This is where the key issues get sorted out. Criteria will address concerns on how the selected item will perform (e.g., integration with other software, data capacity, communication options) as well as constraints on our decision (deadline, budget). After determining the clear, agreed upon measures we want to achieve, we can test it: if our selection meets all these criteria, will it be a successful decision?
Once you have a clearly understood and tested set of criteria, evaluating your alternatives becomes little more than gathering information on how well each alternative performs against the criteria. If you find yourself in a debate pitting one alternative against another, that should be a red flag directing you to find better information about the alternatives or to clarify your criteria.
Decision making is a skill, so it takes practice to get good at it. Since we make decisions every day, there are plenty of practice opportunities. I encourage you to refine your skills by adding one question to your process:
What are my criteria for making this decision?
P.S. ONEplace offers Decision Making training that you may bring to your board or staff – free of charge. Contact us for more info (firstname.lastname@example.com).]]>
It seems that many of us miss this.
In his 2016 book, Deep Work: Rules for Focused Success in a Distracted World, Cal Newport makes the case for doing what he calls Deep Work. Succinctly put, he says
To produce at your peak level you need to work for extended periods with full concentration on a single task free from distraction.
Many have recognized this situation. I've read numerous accounts of people claiming they're more productive at home or in coffee shops (ear buds in, eyes glued to the screen) than they are at work. In Los Angeles, the Durfee Foundation created the Stanton Fellowship Program to buy time for executive leaders to support their own renewal and reflection – creating "white space" for strategic planning and deeper relationship building.
Many of my mornings were deep work. Now, needing more sleep than I did previously, I've begun working from home on Tuesdays, giving me opportunities to block off some deep work time. Matt and I also schedule regular planning sessions (often a day away) to assess what we've learned and how we'll make ONEplace better. It's all extremely valuable time.
What could you do with deep work time? How could you make this a priority?
Newport offers three suggestions to nudge yourself in this direction if you so desire:
I agree with Newport and others that deep work is missing from many of our organizations and businesses. I also agree that this work is vital to being an effective leader.
P.S. For more
Chapter excerpt from Deep Work
Podcast transcript: Ezra Klein talks with Cal Newport
Today, that intersection is much more crowded.
Now, more voices influence our message. The organization no longer controls the conversation. Instead posts, reviews, ratings and more fill the mill of a word-of-mouth that's gone digital. Organizations must not only listen and respond appropriately, they also must face the scrutiny of greater transparency. Any disconnect between intended brand identity (what we're saying) and behaviors (what we're doing) will be called out.
We know marketing plays a critical role in the success of our organizations, yet we often fall short. In a recent InterCom/ONEplace survey, a telling comment hit the nail on the head: "This [marketing] should be a priority but the press of daily activities…always takes priority."
So, what do we do?
First, look inward (this is within your control). Jeff Slater (The Marketing Sage) speaks about living your why: "Marketing is powered by a clear understanding of why you exist and who you serve." Do you have the mettle to withstand the scrutiny? Do your programs and services shine? Do you walk your talk? Is there laser-like alignment from your programs through your strategies to your specific purpose and overall cause?
Second, commit to building your marketing and communications program over the next few years rather than looking for the one thing you can do now to fix the problem. It's not a problem to fix. It's a condition to manage.
This week, ONEplace starts a three-week Marketing Series. Learn how to establish and build your program with Marketing on a Shoestring Budget. Explore effective navigation of your "crowded intersection" with Strategic Social Media. And discover how your "virtual headquarters" sizes up in High Impact Websites.
It's time to move marketing to the front burner.
The AG's report opens with a one-page narrative that offers an important guide to reading the report. It says, in part (emphasis is from the report):
Other considerations. The costs of a professional fundraiser's campaign may not resemble the charity's overall fundraising costs. For example, a charity may fundraise internally with its own employees and volunteers; this internal fundraising is not included in this report. Also, fundraising campaigns may be used to generate new donors, which can be costly. But once a new donor is obtained, future donations are less expensive to acquire. For more tips, see Charitable Giving for Donors.
For professional fundraising campaigns reported in 2016, an average of 39% of total donations reached charities. This percentage is moderately higher than for 2015, when an average of 33% of total donations reached charities.
Each year those covering the AG's report focus on a meaningless statistic drawn from the 34-word summary – what I call "an average of unrelated activities."
The report does not distinguish between donor acquisition (costing $1.50 or more for every $1 raised), donor renewal (costing around $0.15 for every $1 raised), event invitations, and other fund development efforts. Further, it lumps together a variety of fundraising methods: Direct Mail, Internet/Social Media, Special Event, Telephone, Vehicle Donations, and Other.
Are there problems with some professional fundraisers and some charities? Sure. And I appreciate the importance of protecting consumers on this front. Unfortunately, the AG's report and online evaluation tool offer an incomplete, even misleading, picture.
I wonder: Why provide an incomplete database tool when other, more comprehensive tools exist (as noted on the AG's Tips for Evaluating a Charity page)? Take, for example, the charity targeted in the MLive article: the National Audubon Society (NAS). The AG report and database (showing only the Michigan activity) have NAS spending $82,832 to raise $40,600 – a Fundraising Efficiency (cost of raising $1) of over $2. Charity Navigator, the nation's largest and most-utilized charity evaluator, gives NAS a 4-star (out of 4) rating with an overall Fundraising Efficiency of $0.14 – a top-rated charity.
In contrast, look at the Firefighters Charitable Foundation (FCF). The AG's report shows that FCF did five campaigns in Michigan with a Fundraising Efficiency ranging from $0.85 to $0.88 – better than the Audubon Society. However, Charity Navigator gives FCF zero stars with an overall Fundraising Efficiency of $0.87 – a poorly rated charity.
Many nonprofits utilize professional fundraisers as an integral part of their fund development activities. The AG's report and database are woefully incomplete, undermining legitimate fundraising activities that utilize ethical businesses.
Every day nonprofits face misunderstandings and unsubstantiated claims. You may add this one to the list.
To be a better leader.
I observe people who do a great job of staying connected, and it seems effortless. They send a card or email at particular times (e.g., birthdays) as well as random times (e.g., just thought about you). An occasional call or letter provide detailed snippets of their lives – enough so you know the arc of their life story (e.g., job change, family happenings). One less-known dynamic is that these developed habits go beyond primary interpersonal connection.
People who stay connected also end up connecting others.
During their visit, we got together for lunch, and the meal ended up being a small gathering of people who had shared a common history. We certainly enjoyed visiting with our friends from out-of-town, and we equally enjoyed reconnecting with our friends from in-town…even thanking the visitors for helping us get together.
Again, I admire their ability to stay connected. I'm also inspired by it.
While connecting may seem to be baked into some people's DNA, it's also a habit that anyone can learn. Indeed, as leaders, it's critical for us to learn. Why? None of us – individually or as individual organizations – will move the needle or change the conversation on our community's deeply entrenched issues by working alone. To make the difference we all want to make in our community, we need the cooperative and collaborative efforts that organically emerge from staying connected. That is, so we can do "great work" rather than "good work."
It's spring. The warmer weather invites us to sit on a patio over morning coffee or a 5:01 libation and chat with friends and colleagues. Accept that invitation.
We need each other.
What can your team or organization be the best in the world at?
I recently put this question before the executive director of a small nonprofit. Surprisingly, I received an immediate response. When I pushed for detail, the person sat silent, and then we engaged an extended discussion that fleshed out the initial response. As we finished, a vision emerged of how this small organization is the best at their particular niche – and will be better.
The question I posed comes from Jim Collins (Good to Great) as part of his Hedgehog Concept, an intersection of three circles: what can you be best in the world at, what are you deeply passionate about, and what drives your resource engine (time, money, and brand). To be great, you need all three.
The question I raised is often the one of the three that gets least attention. Yet, it's the one that gives an organization its focus and defines its impact.
For example, let's say your organization provides arts education programming. How does it leverage the best skills and abilities of your staff? How does it meet a truly unmet need and work complementarily with other arts education programming? How does it capitalize on the opportunities available in this specific place at this specific time?
These and questions like them take us beyond the core competencies required to do the job and delve into a deeper understanding of our particular organization's greatness. It unveils the greatness hiding in plain sight, and, just as important, steers us away from what we cannot be the best at.
Our passionate commitments to our causes motivate us to go beyond what's good enough and do great work. Indeed, the deeply entrenched issues we face will not be moved without our great work. In addition, when we capitalize on our existing capacities and find our specific focus, the external and internal needs, wants, and shoulds often fall into place.
Discerning your team's or organization's role in this work is crucial. The good news is the answer may be right under your nose. As Collins says,
A Hedgehog Concept is not a goal to be the best, a strategy to be to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. The distinction is absolutely crucial.
We need an organizational makeover.
A frequent first stop for organizations considering strategic planning is ONEplace. We offer free sessions that help organizational leadership focus on their long-term direction and near-term priorities. They get on the same page regarding their future and how they see aligning their activities with that future.
From there, an organization may wish to hire a consultant to walk them through a more intensive planning process. ONEplace helps here as well by making recommendations from our Consultant Directory. Plus, with the work already completed, the organization may engage a consultant from an initial point of clarity and purpose.
While many organizations regularly do strategic planning, others wonder, "Is strategic planning still relevant in our fast-paced society?"
I offer an unequivocal "Yes!"
In fact, strategic planning is even more important in today's world. It's easy to navigate calm waters, but when the seas are stormy, we need a strong rudder and a good compass. Good strategic planning focuses us on our point on the horizon, and it provides the strategies to guide our decisions and activities along the way. Further, and perhaps most important,
Strategic planning helps strengthen relationships among our organization's leadership.
Dwight Eisenhower said, "In preparing for battle I have always found that plans are useless, but planning is indispensable." Eisenhower recognized that, with any project, once a plan is printed it soon becomes obsolete, because reality rarely aligns with all of our assumptions. Yet, during the planning process, the players develop an understanding of the plan as well as what the plan is designed to accomplish. Plus, they get to know the strengths of their colleagues. This becomes invaluable during implementation as each of us adjusts and adapts within a volatile landscape.
So, embrace organizational spring-cleaning and plan away! And do not hesitate to call on ONEplace to assist – we even do windows.
What is an organization to do?
We've seen uncertain times before. As we struggle with these external forces, Jim Collins (Good to Great) has us look to internal forces and asks a penetrating question: How do we explain the fact that some organizations thrive while others facing similar (if not identical) systemic constraints do not?
I've seen this on boards and leadership teams as well. We often point our fingers to this national trend or that local change and play the victim of a world that appears to be specifically targeting our organization. We become mired in the weeds, stuck in the mud, or simply paralyzed.
It's not that we ignore or downplay the external impact. Instead, we face the facts that the world around us changes and then reconnect with the strength of our fundamental core.
Collins identifies an organization's core as a Hedgehog Concept consisting of three intersecting circles:
Passion – understanding what your organization stands for (its values) and why it exists (its cause and purpose)
Best at – understanding what your organization can uniquely contribute to the people it touches, better than any other organization on the planet
Resource Engine – understanding what best drives your resource engine, broken into three parts: time, money, and brand.
He states two key utilities of the Hedgehog Concept. First it provides "piercing clarity about how to produce the best long-term results," and, second, it forms the basis for exercising the relentless discipline to say, "No thank you" to opportunities that fail to align with it.
The key strategic principle for Collins is consistency – "consistent intensity of effort, consistency with the Hedgehog Concept, consistency with core values, consistency over time."
However, it's not a matter of doing what you've always done.
Enduring great institutions practice the principle of Preserve the Core and Stimulate Progress, separating core values and fundamental purpose (which should never change) from mere operating practices, cultural norms and business strategies (which endlessly adapt to a changing world).
For Collins, with his years of research, his bottom line is this:
Every institution has its unique set of irrational and difficult constraints, yet some make a leap while others facing the same environmental challenges do not. This is perhaps the single most important point in all of Good to Great. Greatness is not a function of circumstance. Greatness, it turns out, is largely a measure of conscious choice, and discipline.
Collins addresses the long-term. For the near term, on April 5 Suprotik Stotz-Ghosh comes to ONEplace to present, Beyond Outrage and Despair – discovering authentic pathways forward for leaders. This workshop provides space to explore our responses to the current changes around us and helps us strengthen our organizations' responses. I hope you'll attend.
I become my own client.
I've learned to put myself in the other chair. I think, "If I came to ONEplace with this particular concern, what questions would I ask myself? What suggestions might I make?"
That's one of my key leadership practices – taking a step outside my situation and looking in with a more objective lens. This has been particularly helpful with relational quandaries: If I were the workshop participant, what type of experience would I want? If I were the supervisee, what type of supervisory support would I want?
While I recognize that others will have wants and needs different from mine, it puts me in that customer-centered place and reminds me to pay attention in a different way. I realize that this isn't a break-through insight – customer-centered (aka donor-centered, client-centered, etc.) approaches pervade the literature. I also realize that they pervade the literature because they're so often neglected or forgotten.
Bottom line: it's one practice that helps me get unstuck.
What are your practices? How do you get unstuck? What helps you navigate uniquely gnarly situations?
Let's serve one another by sharing your practices on our Facebook page.
First, a little definition: succession in our world generally means the transition from one leader to the next. This can be the executive director, key staff persons, board leaders, and others. Planning for succession includes a process and procedure for dealing with a sudden departure such as injury, illness, firing, et al as well as a process for planned departures, such as resignation and retirement.
Many people are running scared of succession in large part because (a) few like to address the topic and (b) it's inevitable. Further, several studies show that it's not only inevitable but immanent.
CompassPoint studies over the past decade point out that 75% of executives planned to leave their positions within five years and 71% of organizations had no succession plan. That hasn't changed. Recent investigations by the Bridgespan Group shows that 68% of executives plan to leave their roles within five years.
In survey after survey over the past decade, succession planning is the top concern of nonprofit executives – mentioned over twice as often as the next concern.
This is a problem, and ONEplace is going to tackle it.
Over the next few months, we'll be taking a deep dive into succession concerns and succession planning. By the fall, will present workshops and resources to help organizations face the concern in a constructive way and plan effectively for the inevitable changes and transitions to come.
To get this ball rolling, we're asking your help: send us your questions, concerns, stories, and needs (firstname.lastname@example.com). We don't just want to look at this from a national trend level. We want to address the needs and concerns that exist here and now.
Thanks for considering. I look forward to your input.]]>
Tips on how to write successful nominations can be found here.
So what is Policy Governance?
Simply put, it is a system of organizational governance. One of the key aspects of Policy Governance is it defines and guides relationships between key nonprofit actors: service recipients, boards of directors and the executive director. Particularly, the relationship between the executive and board is given strategic attention. The role and responsibility of the executive and the board is usually something a nonprofit board spends time on, one key difference is Policy Governance defines and awards specific responsibility to each of those key actors.
One question I have been thinking a lot about is: what governance model does your nonprofit board use if you do not use policy governance? In my experience, it is not a specific model but rather a striving towards 'best practice'. Which results in a lot of well-meaning board members citing other experiences they have had, or a consultants suggestions. Often those best practices are changing constantly.
Boards play a vital role in our nonprofits. This means we should spend time defining and strategizing about that role. Boards should focus on long term vision, in policy governance this is called 'ends'. Boards should clearly define the roles and responsibilities of the board and executive, this is called 'executive limitations and board management delegation' in policy governance. In the policy governance model, instead of striving for an ever-changing best practice, the board sets a foundation (minimum requirements) and empowers an executive to build from there.
For those interested, you can currently find a couple helpful resources on Policy Governance in our nonprofit resource library on the 2nd floor of the Central Branch of KPL. Look for these books:
1. Getting started with policy governance: bringing purpose, integrity, and efficiency to your board / Caroline Oliver
2. Reinventing your board : a step-by-step guide to implementing policy governance / John Carver, Miriam Mayhew Carver.
During the 2017 funding cycle, grants will be made only to organizations making efforts to provide housing, jobs, food, and education to people who are refugees and/or immigrants.
Proposals are due on Thursday, March 2 at 5 p.m. Grant awards will be announced at WMU's Fetzer Center on Monday April 17, 2017 from 4:30-6 p.m. with food and networking at 4:30 p.m. All applicants need to send at least one representative. Guidelines and application are linked below.Guidelines and RFP link here
So, emboldened by my need for challenge, I decided to make a bold statement at the end of this post.
Many of us are familiar with the "echo chamber," i.e., reading, listening or viewing only those things that reaffirm your values and beliefs. Similarly when hearing opposing or challenging viewpoints, immediately seeking to find flaw or somehow undermine the argument.
While there are many aspects to the echo chamber, one underlying assumption in any chamber is context. The reporting, commenting, spinning, and prognosticating stem from a particular point of view.
Further, since we may assume the context, we often just skim the vast amount of information coming at us, responding only to headlines and summaries or simply skipping ahead to the bold statement at the end (did I catch you?).
Leaders are learners. They don't simply consume data and trends; they map the information on to specific situations and seek out the insights of those living in those situations. They approach ever-changing contexts with the humility to know that they'll never fully understand them, so they need to be in regular conversation, challenging and testing their positions and assumptions.
There's so much to be learned. I look forward to our conversations in the months ahead.
Made you look! (my bold statement)
ONEplace seeks to encourage and equip such conversations.
First, we will promote those conversations already happening. For example, the Arcadia Institute hosts Connect Kalamazoo, a monthly gathering of organizations concerned with making Kalamazoo a place where everyone belongs, with a special interest in persons with disabilities. In these discussions, individuals share information on how to make their services more accommodating for patrons as well as for volunteers and staff with disabilities. Another active group is KYDnet. Their Action Fridays bring together organizations involved in providing high quality out-of-school time for youth. (both groups'contact info below)
I know there are more of these conversations already happening. Let us know and we'll promote it for you.
Second, we know that there are organizations that would like to engage in such discussions but no one has the energy for the start-up chores of organizing, communicating, and facilitating such groups. ONEplace can do this for you. Just contact us, and we'll help get the conversations started.
No one organization will move the needle or change the conversation on its own. Let's take one more step toward effective cooperation and collaboration so that we can bring substantive change to our community's deeply entrenched concerns.
Connect Kalamazoo: http://www.thearcadiainstitute.org/connect-kalamazoo/
KYDnet: https://www.kydnet.org/]]>
Late in the year every nonprofit faces the dilemma of being one of many that will send appeals to various current and potential donors. Standing out in this crowd is hard. Now that January is here, you have a grand opportunity to distinguish your organization.
According to researcher Penelope Burk, sending a thank you note to a first time donor increases the likelihood of a second donation by 250%. Further, reporting to donors on the results of a previous campaign (WITHOUT an ask or envelope) before sending the next appeal increases the likelihood that the next gift will be bigger.
Now is your time!
During January, make it a point to reach out to all those you contacted during your campaign. Thank those who donated and report the results of the campaign. For those who didn't donate, thank them for considering and report the results of the campaign.
Why do this? Because, every campaign follows a previous campaign and prepares donors for the next campaign. Your gratitude and reporting – separated from an ask – closes out the campaign, lets them know they are appreciated, and sets the stage for the next campaign.
Another good reason: 46% of donors who stop giving do so because of lack of communication from the organization.
Unfortunately, many nonprofits "move on" in January, letting last year's campaign stay in last year. So, distinguish yourself with your donors (and potential donors) by connecting once more in January.]]>
Looking back over 2016, you find that giving is flat. Despite your best efforts, you get the same amounts and same donors, or perhaps same overall amount from fewer donors. You realize that this is not sustainable and wonder how to invigorate donor giving?
What would a leader do?
Join the conversation on our Facebook page.]]>
By Evaluation (average score for all workshops is 93%)
1. Grant Writing Series: Grant Research Tools (5/10/16) 98%
2. Board Development Series: Get Everyone on the Same Page (1/12/16) 97%
2. Board Development Series: Critical Governing Partnerships (1/19/16) 97%
4. Essentials Series: Evaluation 101(4/20/16) 96%
4. Grant Writing Series: Grant Writing Basics (5/3/16) 96%
4. New Overtime Rules (9/8/16) 96%
7. Essentials Series: HR Essentials (4/21/16) 95%
7. Essentials Series: Evaluation 201 (4/27/16) 95%
7. Annual Fund Campaign: The Year-End Appeal (6/14/16) 95%
7. Build, Strengthen & Test Your Emergency Response Plan (6/22/16) 95%
7. Essentials of Nonprofit Communications (7/28/16) 95%
7. Public Speaking Series: Intros & Meetings (8/23/16) 95%
7. Fundraising Series: Donor Recognition (10/26/16) 95%
7. Grant Writing Series: Grant Writing Basics (11/30/16) 95%
By Attendance (average for all workshops is 16)
1. New Overtime Rules (9/8/16) 32
2. Inclusion Series: Creating Safe Spaces for LGBTQ Youth (7/25/16) 24
3. Essentials Series: Evaluation 101 (4/20/16) 23
4. Grant Writing Series: Grant Writing Basics (11/30/16) 22
5. Inclusion Series: Cultivating an Inclusive Work Environment (7/18/16) 21
5. Fundraising Series: Donor Communications (10/19/16) 21
7. Grant Writing Series: Grant Writing Basics (5/3/16) 20
7. Essentials Series: Evaluation 201 (4/27/16) 20
7. Annual Fund Campaign: The Year-End Appeal (6/14/16 20
7. Supervision Series: Building Relationships (9/26/16) 20
Thank you for all you do to support, encourage and enrich our community. You're amazing people doing amazing work.
All the best for 2017!
Last week, at one of our Peer Learning Group gatherings (we have three every month), one person spoke up to thank another in the group for a recommendation they had made the month before. She had followed-up on the recommendation and was very happy with the result.
This prompted another to speak up and thank the group for the input, feedback, and support they had provided. He had made significant progress in handling a very dicey issue.
At the end of the session, several spoke to the importance and value of the monthly gatherings, and every head nodded.
At ONEplace, we strive to encourage strong, collaborative connections among nonprofit leaders. Our Peer Learning Groups are just one example of how people are connecting to support one another, share resources, and let those who feel like "Lone Rangers" know that they have colleagues who care. We also see this happen in our Leader Academy and, at times, within our workshop series.
Of course, groups like this happen outside of ONEplace. KYDnet, Connect Kalamazoo, Brew Ha Ha, and other similar groups gather regularly to share information, grow their expertise, and support one another. Those who participate find it to be a vital element of their success…and, most likely, their sanity!
Thank you to all who participate in such groups and who seek to develop them. Knowing that start-up is always the hardest part of any effort, ONEplace stands ready to help you initiate a similar effort for your particular niche – however you define that. We're happy to help.
Supporting one another – as a matter of standard practice – is simply too important to our collective success.
What are you proud of from the past year?
What did you achieve worthy of celebration?
Make a list, literally. Be specific.
Believe it or not, celebration is good for us. It's healthy for our brains and bodies to celebrate. No really.
Goal setting is important, and so is reflection and celebration. In fact, a look back may help you clarify and set goals for next year. What did you do in the last year that you're proud of at work? At home? Take an hour to outline your success from the last year. And then take some time to celebrate those successes!]]>
To our knowledge, no other capacity-building center is completely grant-funded and free-of-charge to its participants. While the other centers make compromises to make ends meet, ONEplace has the luxury of offering exactly what the sector needs in the way they need it – at least, that's our goal.
So, how are we doing in reaching that goal?
To address that question, ONEplace has contracted WMU's Evaluation Center to conduct a two-year project. The Center will evaluate two things: our community impact and the return on investment of foundation capacity-building dollars.
The evaluation includes a series of surveys, focus groups, and other interviews. You'll notice a slight change in our post-workshop evaluations and you may get invited to a focus group. Otherwise, you'll not notice it.
The Center has completed a literature review and preliminary plan. They will gather data over an 18-month period (January 2017 – June 2018) and then compile their report in late 2018. We plan to present the results of the study by our tenth anniversary in early 2019.
We're excited about this project. Not only will the results of the study be helpful, but we anticipate that the process itself will increase the focus and quality of our programs and services.
We look forward to your participation with gratitude and know that the project will mean a better ONEplace for your professional development needs.]]>
For your team, your department, your organization, nothing else matters if the staff don't trust one another. It's the foundation upon which all else is built.
There are two resources I've found to be incredibly helpful in building this foundation. The first is Patrick Lencioni's work on team building. The first stage of team building is building trust. Lencioni's work provides context for trust building as well as exercises to help you put those cornerstones in place.
The second resource is Simon Sinek's interview with Inside Quest on "How to Get People to Follow You." During this one-hour interview, Sinek speaks to the difficult job of leadership and reframes key elements of how we often think of the leadership task. His insights are weighty, and I go back to them time and time again.
While you may have established a good level of trust among your reports, you know that the important things need to be constantly nurtured. Please visit these resources in the spirit of sharpening your saw (a la Stephen Covey); that is, keeping yourself sharp in the things that really matter.
Lencioni's Team Building materials - https://www.tablegroup.com/books/dysfunctions
Simon Sinek's Inside Quest interview - https://www.youtube.com/watch?v=ldh8E6LCLhM]]>
It seems to come around as regular as the seasons change. The email inbox, like your desk, is overflowing with inquiries, requests, and all sorts of things to do. On top of that, you're under pressure to be innovative, fresh, and produce new ways to tackle old problems. Simply stated, you're overwhelmed – there's too much to do and it all seems important.
What would a leader do?
Join the conversation on our Facebook page.]]>
What if the community went without your organization and its services for four years?
That's right. You're not there to perform the work you do and no other organization picks up the slack. Think of it as "It's a Wonderful Life" goes nonprofit. The results of this exercise often put a sharper point on the organization's impact and value to the community. You could do this, too. Simply ask your board or management team:
What would be the consequence if we DIDN'T fulfill our mission?
It's not unthinkable. Once thriving organizations have closed their doors and others have come close. Most had to rally to figure out who would cover for them, how would their constituents make do, and what unintended consequences might come of their demise. They had to act quickly. It was a crisis. But the point is this:
They had never considered the possibility.
No one organization moves the needle or changes the conversation working in isolation. A standard practice of any great organization is that they know what others in their sector are doing. They know the impact each organization makes, and they know who has their back…and the backs of their constituents.
No organization wants to create a valuable service on which many depend only to have it come to a sudden halt. (Some funders could take note of this as well.)
Regular conversations with those that share your Cause create a common understanding of the population being served and the impact of the services rendered. They set the stage for cooperative and collaborative efforts. And they ensure that, with the inevitable ebb and flow of organizational life, services continue uninterrupted. For examples, see KYDnet or Connect Kalamazoo – others? Let us know.
Not know where to start? ONEplace can help initiate and facilitate these conversations. It'll make a world of difference in our corner of the world.
Yet, vision is not for everybody. In fact, few prefer vision.
According to the Myers-Briggs Type Indicator, the population is about a 50-50 split on three of the four dichotomies. However, there is a 30-70 split between Intuitives and Sensors respectively. Intuitives tend to be more vision-oriented whereas Sensors tend to the here-and-now. This doesn't mean that 70% of the population cannot deal with vision. Instead, it means that 70% of the population must be more deliberate to work on vision and related aspects such as trends, paradigms, and alternative perspectives.
Still, vision is important in guiding an organization's long-term direction.
Great visions are bold, innovative, and offer new perspectives. They don't just articulate a desired outcome (e.g., save the planet), they also shine a light on the path that gets us there (e.g., reconciling the needs of human beings and the needs of others that share the Earth – World Wildlife Fund).
Some vision statements set out an organizational goal, such as "Striving to be the world's leader in…" or "To be the provider of choice for…." While these set a high standard, they rarely inspire and they tend to encourage competition over collaboration. (I'm not a fan.)
At ONEplace, we restated our vision last summer.
We envision a day when a critical mass of Resolute-Humble Leaders is spread throughout our area, collaborating to successfully address deeply entrenched community problems. Success is not understood as solving a problem once and for all. Rather, success is a state of continual improvement in which a community admits and addresses their problems and opportunities in a spirit of cooperation.
This vision sets forth a desired state of being, and it expands the paradigm of success by recognizing that there is no end point. Our community's life is to be improved over time and in the face of often uncontrollable forces. Finally, it sets forth a culture of collaboration and cooperation.
Our vision is a work in progress. I invite your comments and questions, and I encourage you to evaluate your own vision.
Here we are, once again, in the midst of another fall season. It feels a lot like last fall and the fall before that. You know that the work you and your team are doing does a lot of good. People are pleased, but you're feeling stale, almost bored, with work – doing much of the same thing every fall. What steps can you take to reinvigorate your life at work?
What would a leader do?
Join the conversation on our Facebook page.]]>
Beginning this term, ONEplace provides leader development classes for first and second year medical students at WMU's School of Medicine (WMed). After working with WMed staff for over a year, we developed an approach and schedule that provides a bank of seminars in the fall and another in the spring.
The classes recognize that doctors often are placed in leadership roles within their work and even in situations outside their profession (e.g., boards or PTA's). Being a doctor adds more weight to their words. With that recognition we explore their leadership values, discover their leadership strengths, and encourage their lifelong development.
In preparing for this excursion, we interviewed a variety of doctors ranging in experience from days out of residency to decades in practice. All agreed that leader development was important – and sorely missing – from their programs. Many also noted how involved they were in the running and management of their practices – again, not something they anticipated.
The fall round of seminars wraps up in early December. ONEplace is excited to partner with WMed to address this critical need.]]>
We have multiple encounters every day. Most situations come and go and make no impression on us. They're ordinary. Others – a few each day – stay with us because they either delight us or annoy us. Why is that?
I remember being surprised and taken aback when I learned that things that delighted or annoyed me didn't always evoke the same response in other people. That compelled me to spend some with the questions: Why did I respond that way? Why did this situation push my button?
Spending time reflecting on these and similar questions develops self-awareness and empathy. You may journal, talk it through with yourself (I do this on long drives), think about it, muse on it while on a walk, or however you find time to reflect.
While you may or may not gain insight on why you respond the way you do, you at least come to know the things that trigger those responses. And, you come to know that they impact you more than they do others. Knowing this allows you the understanding and space to respond most appropriately in the moment.
Being able to manage yourself is the first and most significant step on the path to managing and supervising others. Doing this type of reflective work puts you on that path.]]>
I'd like to introduce myself, my name is Matthew Lechel and I am the new Associate at ONEplace. I come to ONEplace with a variety of experience in the local nonprofit community, most recently as the Executive Director of Kalamazoo Collective Housing, a democratically controlled and permanently affordable housing cooperative started by local students 10 years ago. Because that role was part-time for the past 6 years I've gotten the opportunity to work for a whole host of other local nonprofits as well, including: Volunteer Kalamazoo, adjunct at WMU, Vine Neighborhood Association, to name just a few.
It's still feeling a bit surreal for me as I finish up my first month here at ONEplace. Getting to work every day in our world class downtown library and getting to interact with such an amazing nonprofit community we have here in Kalamazoo is a blessing that I feel honored to have the opportunity to partake in. I'm looking forward to interacting with you in the coming months as we develop resolute, humble leaders who make change in Kalamazoo.
I thing that has surprised me as I dig into the work of ONEplace is the availability of 1v1 consultation with ONEplace staff, called Direct Assistance. Direct Assistance is an opportunity for nonprofit staff, board, and volunteers to consult 1v1 with ONEplace staff. This consultation, like all ONEplace services, is free to local nonprofits. Direct assistance at ONEplace is also private and confidential.
Why do direct assistance? Perhaps you have a unique issue you'd like to talk through. Maybe you have a conflict or tricky situation you're looking to trouble shoot. Think of direct assistance as a resource available to help your nonprofit, whatever your issue may be. These conversations help pinpoint problem areas, identify underlying issues, and determine the best course(s) of action. Setting up a direct assistance is easy, simply call 269.553.7910 or email firstname.lastname@example.com to arrange a time and day that works for you.
ONEplace Director Thom Andrews meets w/ local volunteers at a Direct Assistance consultation. Here Thom is showing them a resource called Foundation Directory Online which helps nonprofits locate grants that fit their needs and is available for free at the ONEplace center on the second floor of Kalamazoo Public Library Central Branch.
Not all that long ago, I believed that a workday packed with tasks and activities was normal productivity. Indeed, if there wasn't additional work to be done at home – that night or the next morning – then I wasn't pulling my weight.
Now it looks as though they're here to stay.
Today, I'm dealing with a chronic illness and medication that zaps my energy. I no longer can turn to the coffee pot and eek out those extra hours. Instead, I go home and nap. There's just one small, lingering problem:
Oh, I believe in yesterday.
The new situation hasn't fully impacted my schedule. I continue to fill my calendar as if nothing has changed.
Suddenly, I'm not half the man I used to be.
Late last February, everything changed in 48 hours. One day I'm fine and the next I'm telling my associate that I'll be away "for a while." What was thought to be a few weeks ended up as three months. After I returned to work, I knew it would take a few weeks to get back up to speed. So, we planned a lighter summer schedule.
There's a shadow hanging over me.
Now that I'm back up to speed, I find that my speed is not quite what it was – even on a good day. So I let go of extraneous tasks and focus more on what matters. Consequently, I find that effectiveness takes on a different hue.
Oh, yesterday came suddenly.
At ONEplace, one of our strategies is to address the whole person because we bring all of who we are to every situation. As I live out this strategy and adjust to having less energy, I find that I can bring more to the table by acknowledging and allowing my whole person to be in every situation. It keeps my priorities – from work, home, community, et al – in front of me. I'm reminded of what Jim Collins (Good to Great) said: strip away the noise and clutter and focus on the few things that have the greatest impact.
I believe in yesterday.
Before, a little less sleep, a little extra caffeine, a little more "just get it done" seemed to work. Now, I really don't think it did. Today, since I must pay closer attention to my pace, I find that, as I welcome all of who I am into every situation, I'm more present, more focused, and more satisfied in my work. It's a treasure that I share with you today and wished I would have believed in it yesterday.
P.S. Treat yourself to this video of Paul McCartney singing Yesterday. (watch now)]]>
What do you know?
Do you know the joy or relief of your constituents upon receiving your services or experiencing your programs? There's a magic in the work you do in that lives are transformed – i.e., made new – through engagement with the right thing at the right time. You may not have occupied the seat of your constituent, but you've had a transformative experience. What do you know about that?
Do you know the thrill and deep satisfaction of your staff as they bask in the experience of a need being met, in a job well done? Study upon study show that the greatest on-the-job motivators and rewards are intrinsic to the work. No amount of stickers, gift cards or merit raises come close to the exhilaration of witnessing our skills, knowledge, and teamwork combining to make someone's life better. What do you know about that?
Do you know the overwhelming gratitude of your donors, funders, and volunteers who see their long-term support making the community they love better than it was? The elders of our causes tell stories of times when the deeply entrenched concerns of today – poverty, hunger, racism – were defined differently, held to lower standards. They quietly acknowledge and celebrate that, slowly and replete with ups and downs, things improve over time. What do you know about that?
All this and more provides fodder for reflection and maps itself to our own experiences. Through this process we come to know our purpose and cause, our foibles and our impact, in a way that goes beyond well-formed statements and descriptions. It's a knowledge that communicates best in stories and metaphors. And, as we marvel in wonder about this deep-seated understanding, we can sit back and say,
Well, what do you know about that.
Our sixth annual Leader Academy is set for 2017. If you, or someone you know, is considering executive leadership as part of their career, the Academy offers the perfect professional development experience. Previous participants agree:
"It was a profoundly great experience... and I wish I could do it again."
"The Academy experience was fantastic - I will enthusiastically recommend."
"I am truly grateful for the experience. It has provided me with the basics, given me an idea of what to expect and some tools and a network of people to seek for advice."
"I absolutely loved every aspect of the experience and wouldn't change a thing. I found it stimulating, well-organized, and always useful."
Applications are open for the 2017 ONEplace Leader Academy. The 10-month Academy helps you explore the knowledge, skills, and self-development required to be a successful leader.
Academy participants meet monthly to learn what's involved in leading a nonprofit organization. Topics include: ethics, cultural competencies, communication, board of directors, supervision, coaching, public speaking, fundraising, finance, and more.
Each participant works with a mentor – an experienced, currently serving executive director. This relationship plays a critical role in the participant's development and often extends well beyond the timeline of the Academy.
Information sessions will be held to explain more about the Academy and answer any questions. Two sessions are scheduled:
Thurs Oct 27 12:30-1:30 pm
Wed Nov 2 9:15-10:15 am
More information and application materials are available at kpl.gov/ONEplace/ONLA.
Last month we examined how to prepare for entering a new situation. This month, we look at how we respond once we've entered this new situation. These are interactive situations such as meetings (especially with new players), receptions, conferences, civic clubs, or any time you're making new acquaintances.
I suggest responding to people and events with gratitude, kindness & generosity. Throughout each day you are responding to all sorts of things: traffic, people's actions and comments, the news of the day, how you feel, etc. Practicing gratitude, kindness & generosity helps you avoid rash reactions and teaches you to thoughtfully respond to daily situations.
When we practice gratitude, we assume an approach of thanking. Gratitude recognizes the fragility and randomness in life and takes nothing for granted. In practicing gratitude, we are mindful of each moment and grateful for what we have and what we receive. Gratitude acknowledges and expresses our humility, recognizing that there are no entitlements and we are not in control of what life dishes out. We must "play the hand we're dealt."
When we practice kindness, we assume an approach of respecting. We recognize the presence and worth of self and others and show each respectful consideration. Most commonly, this is expressed through common courtesies and manners: saying "please," "thank you" and "you're welcome;" opening a door for someone; smiling and greeting another; exercising manners at mealtime; and the like. Practicing kindness acknowledges and expresses our equality, recognizing that each of us is worthy of the same measure of respect and consideration and that "we're all in this together."
When we practice generosity, we assume an approach of giving. Commonly, we think of generosity in the context of giving money. While giving money can be part of the picture, it's not the focus of daily practice. In practicing generosity, we give generously of our time, our patience, our empathy and understanding – whatever is needed – to attend to the person before us. Generosity acknowledges and expresses our mutuality, which can be captured in phrases such as: "you reap what you sow" or "you get out of it what you put into it."
One common element in the above practices is that, in each, we are paying attention to how we respond to the people and events in our lives. We are being mindful of the moment, assessing the interaction, and thoughtfully responding in an appropriate and productive manner. Practicing gratitude, kindness, and generosity give us a foothold on leading happier, healthier, more productive lives.]]>
Academy participants meet monthly to learn what's involved in leading a nonprofit organization. Topics include: ethics, cultural competencies, communication, board of directors, supervision, coaching, public speaking, fundraising, finance, and more.
Each participant works with a mentor – an experienced, currently serving executive director. This relationship plays a critical role in the participant's development and often extends well beyond the timeline of the Academy.
Information sessions will be held to explain more about the Academy and answer any questions. Two sessions are scheduled:
Thurs Oct 27 12:30-1:30 pm
Wed Nov 2 9:15-10:15 am
More information and application materials are available at kpl.gov/ONEplace/ONLA.]]>
It happened again. A friend has taken you aside and told you that some board members are talking behind your back. Like the other two who've relayed this information, they are scant on the details but certain that it's critical and negative in tone. You know and trust all three of these friends, and you feel a strong need to take some action.
What would a leader do?
Join the conversation on our Facebook page.]]>
Integrity is a firm adherence to a code or set of values. That is, a person's integrity reflects a strong alignment of a person's behavior with their values and beliefs.
At ONEplace, a key strategy is to "encourage personal integrity." When a person aligns their values and actions, they energize their voice and often increase their agency and sphere of influence. A high level of personal integrity imbues the speaker with credibility. Further, when the speaker allows the audience to witness that connection of values and actions, it makes the message inspirational. There's just one problem...
...it requires a deep level of self-understanding and the courage to share that understanding with others.
The authors of The Leadership Challenge conclude that "leadership development is ultimately self-development." I see this in action every day. People, regardless of their position or authority, who risk putting themselves in the conversation in an authentic, unpretentious way, change that conversation. Afterward, they may report being nervous or scared prior to speaking up, and they also report feeling "in the zone" while speaking...as if they were speaking with their whole bodies, their whole selves.
How do you engage the life-long effort of leader/self-development? If stumped, contact us for assistance.
"Level 5 leadership is about ambition first and foremost for the cause." Jim Collins
Cause-Driven Organizations (CDOs) align their efforts to address a concern bigger than their organization. CDOs implement programs that employ strategies to fulfill their purpose in addressing a cause. Keeping this focused alignment on the larger cause creates the foundation for working with other organizations that share their cause.
What is your organization's Cause? I find that many mission or purpose statements include both the organization's mission and cause, for example: We provide food to hungry people in order to make a more food secure community. The organization's purpose is providing food and their cause is food security – a cause shared by organizations that address other purposes such as food deserts, good nutrition, local food production, etc.
Successful cooperative or collaborative efforts stem not from creating them, rather they emerge organically out of frequent conversation. CDOs regularly talk with those who share their cause – it's simply part of their standard operating procedure. Because, when you're cause-driven, you must be aware of what else is going on within your cause sub-sector.
Poverty, hunger, homelessness, and inequities of all types are consequences of systems that rely on our good work to keep these consequences in check.
Being mission-driven often supports this misaligned good work because our vision often stops at our four walls (e.g., a vision of being the premiere _____ in the Great Lakes region). Our mission focus improves the Band-Aid while the cut doesn't heal. It insulates us from reaching out to those who share our cause, and, as a result, deeply entrenched systemic issues stay in place…or even grow (now feeding more families than ever!).
Cause-Driven Organizations fulfill their purpose as one of a few key aspects of addressing a larger cause. Collaborative efforts around advocacy, community engagement, and other large projects increase our capacity to impact systems and change conversations.
Many of you know this. Please share your story and inspire others. I'll be happy to gather and promote those stories. Email me today and we'll set a time to talk (firstname.lastname@example.com).]]>
What is a Resolute-Humble Leader?
Generally speaking, a Resolute-Humble Leader is what Jim Collins (Good to Great) calls a Level 5 Leader: unwavering commitment to the cause coupled with an intense personal humility. More specifically, a Resolute-Humble Leader is a person that takes ownership of his/her role(s), seeking and developing the knowledge, skills, and relationships needed to fulfill that role. S/he listens and learns from others and teaches and shares with others. A Resolute-Humble Leader works cooperatively and collaboratively as a matter of standard practice.
Why is this ONEplace's purpose? While those in leadership positions may do a good job at maintaining their organizations, Resolute-Humble Leaders make an impact. One of the greatest assets an organization has is its culture, and approximately 70% of an organization's culture is a direct reflection of its leader. Leaders set the tone and establish the standard of performance. Leaders within organizations can develop "pockets of greatness" that encourage and motivate other sections or departments.
Resolute-Humble Leaders recognize and follow other leaders. They know when they're outside their wheelhouse and model good followership as they heed another's guidance and direction. They focus beyond their career and beyond their organization to the greater cause that unites them with other organizations and efforts.
Bottom line: We don't need more people in leadership; we need more leaders…in every aspect of our organizations.
Matt brings a variety of volunteer and board experiences to ONEplace, including: People's Food Co-op, Open Roads, and IDEA Association. He has chaired the Kalamazoo County Fair Advisory Board and served as the President of the 60th District Service Office and Rotaract. He co-founded BikeTheZoo in 2015 and has recently volunteered with the Complete Streets Coalition of Kalamazoo.
In addition to his skills and experience, Matt brings a deep commitment to the Kalamazoo community and specifically, the nonprofit sector.
I look forward to working with Matt and I'm sure you'll find him to be a valuable resource as well.
Am I good enough? Am I strong enough? Am I kind enough? Am I ____ enough?
Worthiness sits at the center of many of my struggles, and it usually takes the accusatory, cynical form, "What makes you think you can ____?" Questioning my qualifications, position, or abilities to deliver on some new challenge is a favorite refrain of my inner critic.
As I reflected on Brown's talk and the discussion that followed, I found that it wasn't the question that pulled me up short. Instead it was the tone of voice embodied in the question. So, instead of trying to stifle my inner critic – a part of me – I chose to listen differently.
I chose to listen with love.
Softening the tone of the critic I heard the voice of a coach not a cynic. I heard an encouragement to call upon the best of my resources rather than a belittling of my abilities. I heard an invitation to consider the tough questions and weigh the cost, rather than an admonition to sit down and shut up.
I heard myself into wholeness.
Many have written on the value of listening to the inner teacher, true self, or still, small voice. Often this is contrasted with the inner critic or false (ego) self. I value those insights, and they have helped me in many ways. Now, as I listen anew to this inner conversation, I set aside the duel between competing voices and own it all as who I've been, who I am, and whom I choose to be.
Maturity is largely a growth in seeing...It does not mean self-hatred or self-doubt, but finally accepting both your gifts and your weaknesses as fully your own--they no longer cancel one another out. You can eventually do the same for others too, and you do not let one or the other fault in a person destroy your larger relationship with them...It is the change that changes everything else. Richard Rohr
As leaders, we are pulled in various directions each and every day: staff meeting, donor lunch, dog to the vet, board committee, community celebration, and the list goes on. How do you prepare for each situation? That is, just prior to walking into the meeting or leaving for the appointment, how do you prepare yourself to be in that space and have that experience?
Dress for the day – Many leaders assess the day and choose clothes that will be appropriate. Generally this means matching the formality of the situation or no more than one notch more formal. Often, keeping a blazer or sweater handy allows for more flexibility.
Identify your role – While we may hold a leadership position, we play a different role in every setting: facilitator, mentor, colleague, visionary, referee, etc. Identifying the role you want (or may be called upon) to play allows you to set your mind toward that task.
Consider goals – Many articles suggest knowing your goal or purpose for the meeting. You also want to consider what others are looking to accomplish as well. If you don't know, then ask or listen for it as the conversations commence.
Stay open to the moment – Firm expectations are disappointments waiting to happen, so stay open to whatever may come in the moment. This means listening more intently and exploring your own thoughts as they arise. And when in doubt, turn to wonder.
Taking a bit of time to prepare for each of your varied experiences during the day will make you more attentive and open you to possibilities that a distracted mind may have missed.]]>
A manager continually faces the challenge of making things work. Processes, procedures, workflows, etc. evolve as innovations in both technology and know-how make new contributions. While always on the look-out for good ideas, one manager has a staff person that frequently approaches with yet another highly detailed idea. The manager appreciates the person's enthusiasm and thoughtfulness, but the sheer quantity of ideas and frequency of interruptions is bothersome.
What would a leader do?
Join the conversation on our Facebook page.]]>
ONEplace again offers Peer Learning Group opportunities for the coming program year. There will be up to four groups: one for executive directors, one for development directors, and two others for managers and supervisors.
Over the past two years, our Peer Learning Groups have experimented with various formats. Having learned from that experience, we're offering groups that bring a mix of case study and open discussion. In this way, we'll ensure a thoughtful, engaging, applicable discussion for each session.
While the groups are on our program calendar as open enrollment, the strength of each group comes from the individual's commitment to attend all sessions. The groups will meet monthly, September through May (nine sessions):
2nd Wednesday, 12:30 – 2:00 pm – Supervisor/Manager
2nd Thursday, 12:30 – 2:00 pm – Executive Directors
3rd Wednesday 12:30 – 2:00 pm – Development Directors
3rd Thursday 12:30 – 2:00 pm – Supervisor/Manager
If you're interested in participating but cannot make the first session, please let us know at email@example.com.]]>
That's why I'm looking forward to our upcoming Management Track series.
Sep – Supervision & Management Series
Oct – Fundraising Series
Nov – Operational Processes Series
Dec – Grant Writing Series
Jan – Better Board Series
Feb – Volunteer Management Series
Mar – Staff Development Series
Apr – Essentials of Nonprofits Series
May – Marketing Series
Jun – Public Speaking Series
Jul – Inclusion Series
Each time I participate in these workshop series, I walk away with greater understanding and deeper insight. Even though I've been involved with some of these activities for over two decades, there's always more to learn. Spending these few hours reflecting, discussing, and planning make a big difference in the months that follow.
So plan your professional development now. The fall series are already on our calendar. Others will roll out in the weeks ahead.
I hope you find what you need here. If not, let me know. There's still space for more.
Here's what we do:
Direct Assistance – Oftentimes, new challenges or unforeseen turns leave boards wondering what to do next. We offer a listening ear, give perspective and help to make sense of the situation. Further, we offer guidance and resources to further your efforts and address your unique concerns.
Onsite Training & Facilitation – Most every board benefits from a common learning experience. This often takes the form of learning or revisiting the basic responsibilities of a board and then exploring how they apply in your specific organization. Other times, it means revisiting mission, vision, and values and then discussing where we want to go from here. We work with you to tailor the session to your specific needs and equip you for effective follow-through.
Here's what we don't do:
We don't provide a complete strategic planning process nor do we do specific tasks for you (e.g., grant writing, web development, evaluation). For these services, we recommend consultants who have strong track records of serving nonprofits and offer a sliding fee scale (see our directory). In this way, ONEplace services complement what consultants offer. On occasion, we've had consultants suggest that their client organization go through a session with ONEplace prior to engaging their strategic planning process.
We're grateful to the Kalamazoo Pubic Library, Irving S. Gilmore Foundation, Kalamazoo Community Foundation and others whose support makes ONEplace services available to you – free of charge.
For more information, see our website or email me.
Take a strengths-based approach to everything
I learned about a strengths-based approach to social work when I previously worked as a case manager, but it has helped me navigate all kinds of challenges like big projects, fitness goals, and eating more healthfully. If I focus on the assets or strengths I have at my disposal when tackling a problem, I can often strategize more quickly.
Hang by the letters, not by the numbers
Jonathan Romero shared this piece of wisdom with me during his Latte With interview and I was immediately struck by how much it resonated with me. In a world where we're all encouraged to get more done, make more money, gain more skills, etc., it is a comfort to instead focus on the letters--our actions and aspirations.
Nothing ever leaves you, and that's okay
I've well-documented my discomfort with failure or stagnancy in my posts here, and indeed, I often feel haunted by previous failures and current weaknesses. But in the past couple years as I've tacked on still more losses (and some wins) I have learned that I don't need to run from them. Though the memories stick with me, they have also served to fortify me. For the first time, I don't feel lesser for these losses because they have fundamentally changed me for the better.
I am extremely thankful to those who have read and engaged with my blog posts. And, thank you to everyone who has sent me best wishes as I get ready to start graduate school. Though I am looking forward to my next chapter, I won't soon forget ONEplace!]]>
Several comments requesting more videos.
As many of you know, in January 2015 we started programming free, online videos. We review many free webinars, TED talks, and YouTube videos, and then program the ones that we think address the needs and concerns of our area's nonprofit sector. In addition, we invite viewers to post their comments and questions as well as share any additional resources on our Facebook page.
The response has been great.
Registrations for videos mirror that for our workshops. And, since they're online, we've been able to expand our reach to those unable to attend our workshops. Survey comments not only expressed gratitude for this program, but many asked for more.
So, we're adding more.
Beginning last month, we now schedule three videos each month. The link is sent out on Monday morning and we invite comments through Thursday. The schedule offers a balance of topic: leadership, fundraising, marketing/communications, and governance.
For example, in August we address leadership with "The Power of Introverts" and fundraising with "Raise More Money with your Silent Auction." Then we mix it up with Dan Pallotta's controversial talk on "The Way We Think about Charity is Dead Wrong." Even if you've seen these before, we invite you to watch anew and participate in the conversation.
Thanks again to those of you who participated in the survey. Our commitment is to provide what is needed, so please send your thoughts, suggestions, questions, and nagging concerns to me at firstname.lastname@example.com. Better yet, let's discuss it over coffee!
P.S. As avid readers know, I love coffee]]>
We've scheduled the remainder of 2016, so you can assess your needs and get dates on your calendar. The upcoming Management Track series workshops include:
Public Speaking Series - Aug
This new series begins on August 23 and runs for two consecutive Tuesday afternoons at the Oshtemo Branch of KPL. ONEplace Director, Thom Andrews, examines three essential areas of public speaking. The first session looks at introducing a guest speaker and giving a report/presentation at a meeting. The second session focuses on the speech. Space is limited.
Supervision & Management Series – Sep/Oct
Returning for its seventh year, this popular series begins September 12 and runs for five consecutive Monday mornings. Presented by Paul Knudstrup (Midwest Consulting Group), it provides a comprehensive look at what it takes to succeed as a nonprofit manager. Due to its popularity and to keep the class sizes small, we added Wednesday sessions as well beginning September 14. The Wednesday sessions will be a repeat of the Monday session.
Fundraising Series - Oct
The Fundraising Series begins October 12 and runs for three consecutive Wednesdays. Michelle Karpinski teams with ONEplace again this year to guide participants through planning, running, and following up on a year-end fundraising campaign.
Operations Series - Nov
The Operations Series begins on October 31 and running for three consecutive Monday mornings. ONEplace Director, Thom Andrews, provides instruction on three critical and frequently used processes: problem solving, decision making, and project management.
Grant Writing Series - Dec
The years wraps up with our Grant Writing Series beginning November 30 for two consecutive Wednesdays. This series explore the basics of grant writing and research, and prepares you to write your first grant…or first in a long while.
All programs are free of charge and available to nonprofit staff, board, and volunteers as well as those interested in nonprofit service. Registration information may be found online at www.kpl.gov/ONEplace (select "month view") or call 269-553-7899.]]>
Even if you love your job, being at work and dealing with the people, issues, and overwhelming need creates stress. Leaders (i.e., those who take command of their role and self-development) find ways to cope, releasing stress and calming mind, body, and spirit.
Here are a few practices:
Quiet yourself by sitting still with eyes closed. This calms both your mind and body. Let the concerns of the day fade and your overall stress level decrease.
Do the Deep Five. Take five deep breaths and exhale fully. This gives you energy and engages your parasympathetic system.
Rub your lower back with both hands. This Qi-Gong exercise stimulates your core and gets energy flowing throughout your body.
Take a walk – outside if possible. A short walk, especially combined with deep breathing, lets your mind wander while your body wakes up from extended periods of sitting.
Take a reading break. Just a few minutes of reading diverts your mind can significantly reduce stress levels.
Many scientific studies support stress reduction and its impact on health and productivity (more).
Include calming activities in your August practice.
P.S. For more info, read this article on 10 ways to stay calm in the face of daily stress. It also includes a video on the fascinating origin of, "Keep Calm and Carry On."]]>
As a supervisor, complaints come to you almost every day. "He did this." "She did that." It can drive you crazy, but it also can alert you to disruptive behaviors among staff. Over the course of a particular week, you receive comments from three different staff members that another staff member is "being intrusive," "getting in the way," and "putting their nose where it doesn't belong." The trouble is, you observe this person often and you simply don't see it. Furthermore, the person denies it.
What would a leader do?
Join the conversation on our Facebook page.]]>
One area that received a number of comments was the desire for programs in venues outside downtown.
It's true that the vast majority of our programs and services take place at the Kalamazoo Public Library's (KPL) Central Library in the heart of downtown. And it's true that parking is an expense and a bit of a hassle. For these reasons, we experimented with two practices that took our programs on the road: workshops in outlying areas and onsite training.
Beginning last July, we held seven workshops in outlying areas: three at the Richland Area Community Center, two at the Portage District Library, and two at the Oshtemo Branch of KPL. These were successful, but (obviously) we need to do a better job of spreading the word.
We're continuing to go on-the-road beginning this week with Essentials of Nonprofit Communications on Thursday, July 28 at Oshtemo. In August, we'll hold our new Public Speaking Series at Oshtemo. Other venues will be scheduled for the fall.
In addition to our open enrollment workshops, we also get out of the downtown to do onsite training for staff or boards. In each of the past two years, we've held over 20 trainings or facilitations with boards of directors – many during their regularly scheduled weekday evening or weekend meetings. We've also conducted training sessions on supervision, fundraising, and operational processes for staff. The common training experience adds to retention and increases the depth of application.
Thank you to those of you who participated in the survey. Our commitment is to provide what is needed, so please send your thoughts, suggestions, questions, and nagging concerns to me at email@example.com. Better yet, let's discuss it over coffee!
P.S. I love coffee]]>
How do I respond?
First, we grieve. We grieve the loss of life and the impact on families and friends. We grieve a loss of order as we face the facts of crime in various forms. And we grieve the loss of innocence as we realize, even more deeply, that life in our world is not always as it should be.
I deliberately juxtaposed the question, "How do I respond?" with the narrative of "We grieve," because grieving calls us back from our isolation and into community. We experience loss only because we are connected as family, friends, city, culture, nation, and more. And, while each of us may grieve in solitude, we do so with the knowledge of a supportive community. It's what Parker Palmer calls a "community of solitudes:" we do our own work while supporting and being supported by others doing their own work.
Yet, grieving takes time. Before we fully grieve one event, another occurs: hurt upon hurt upon hurt upon…. So, we ask:
"How do I move on when I'm layered with grief upon grief upon grief upon grief?"
This is the place where the road divides between the well-worn path of reaction and the less traveled road of response.
The path of reaction demands quick action with high emotion. It's like walking down a city street (think Broadway or the Las Vegas Strip): electric and highly charged, offering a variety of in-your-face messages competing for your attention. The exciting path of reaction feeds the allure of "breaking news" not only to watch on our media channels but also to participate in via Facebook, Twitter, and other social media platforms. Reaction is fast, intense, short-lived, and exhausting.
The road of response demands that we pause, take a deep breath, and consider. It's like walking down a forest path: buzzing with sounds of life and existing within complex ecosystems that depend upon neighboring ecosystems and offer the opportunity to engage and participate. The studied road of response feeds our longing to be united and recognizes that, deep down, we are dependent upon one another. Response is measured, thoughtful, sustainable, and energizing.
There will always be reactions with their accompanying pronouncements and slogan wars. Reactions, however, rarely lead to the change that they demand. Responses aren't flashy and are too complex for 60-second news segments. Yet, they offer us hope for long-term, sustainable improvement.
I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood, and I —
I took the one less traveled by,
And that has made all the difference.
Robert Frost
Now that my tenure at ONEplace is almost over, I want to give you an opportunity to revisit any interviews you may have missed. The eight people I spoke with represent the broad diversity of Kalamazoo's best and brightest upcoming leaders.
Clockwise from left:
Mikki Henry, Ready to Read
Mario Gonzales, Volunteer Kalamazoo,
Jesselyn Leach, Speak It Forward
Joe Barth, Communities in Schools
Tanequa Hampton, Pretty Lake Camp
James Mattox, As for Jays
Lanna Lewis, Kalamazoo Community Foundation
Jonathan Romero, Michigan Immigrant Rights Center]]>
Early in our conversations, we examined the phrase "Capacity Building Organizations," wondering if that was an accurate moniker for our industry. We didn't spend much time with it, but upon reflection, it raised an important for me:
Each person builds his/her own capacity.
ONEplace (and every other CBO) may encourage, guide, resource, equip, motivate, or inspire, but we cannot make you learn, grow, and develop your skills. It's up to you to take the lead in your own development.
A study from a few years back reconfirmed that the most important element relative to professional development was readiness. How ready is the individual to learn what is being taught or presented?
I find that this is work I must do for myself whenever I attend a conference or workshop. What are my questions related to this topic? What do I want to learn by the time the workshop is done? And then,
I must take the lead in my own learning and make sure that I leave the session having learned what I needed.
It also applies to books I read. For example, I often re-read books that have been influential in my development. One book I've read five or more times, and each time I read it, something new stands out to me. Why? Because I'm always changing – growing, learning, and developing. Each time I read it, my readiness is at a different place. I'm ready to learn something new.
What are you ready to learn?
It's staff meeting day, and I'm not looking forward to it…again. Chris just dominates every discussion. It's as if he doesn't know what he's thinking until he says it. Sure, sometimes his comments are substantive. It just takes him too many sentences to get there. Despite attempts to open up the discussion (e.g., "let's hear from some others on this matter"), most people stay quiet so that we don't spend all day in this meeting. Chris doesn't get the hint and the facilitator won't do anything.
What would a leader do?
Join the conversation on our Facebook page.]]>
Charged with the task of being "lean, mean, and effective" (let's say, that "mean" here is defined as "focused"), we strive to make everything we do carry the highest impact possible. For example, over the past three years, we've:
With this and more, we know that program and service development is a never-ending task. Yet, at this point, we're ready to halt the grand experiments and move this focused, leader development effort forward. Over the next three years, we plan to plant this program within the community, sinking deep roots, and advocating for your professional development.
ONEplace's Leader Development offerings include:
This is your time! Take the lead to develop the leader within you.]]>
Leaders learn.
It's a simple phrase, and it's mentioned by every great leader in virtually every interview. The person's passion fuels an insatiable curiosity to learn as much as possible about the people they serve, the community context in which they live, and the minutia of their chosen field. Yet, when you probe a bit further, you learn that
The most important learning leaders do is learning about themselves.
Before you can effectively manage or supervise another person, you need to effectively manage yourself. You can read all the best articles and books and say all the right things, but it is your self-aware behavior that talks the loudest. Indeed, the book Firms of Endearment says that "A company's culture is a window on the executive's soul."
Great leaders are self-aware, exercise self-control, and continually strive for self-improvement. They take care of themselves, and this self-care provides a testimony and deep integrity to the care they extend to colleagues and clients. As the authors say in The Leadership Challenge,
In the end, we realize that leadership development is ultimately self-development. Meeting the leadership challenge is a personal – and a daily – challenge for us all.
What does this care look like? Each person's path is uniquely their own. However, it usually involves practices around diet, exercise, learning, relaxation, and support.
I invite you to take time to write out your current practice (or habits) related to diet, exercise, learning, relaxation, and support. Then, choose one area to work on over the next month. Set a makeable goal – a small improvement – in an area that you're motivated to address (i.e., not an area you feel like you "should" address).
I'll be participating as well, and I look forward to checking in next month.
So many people have worked behind the scenes. Here's an incomplete list:
To these, and others that I've failed to recall, I offer my thanks for their foresight, dedication, and commitment to our community's nonprofit sector.
I look forward to all that is to come.
About three months into her tenure, I was helping her with a speech to a key constituent group. As we started our conversation, she said, "I'm getting tired of the same ol' three things. Let's look for something new."
My heart sank.
The following months confirmed my suspicion that this CEO was using the three commitments as window dressing…things that sounded good…stuff she was supposed to say. But, there was nothing behind her words – no real commitment. As a result, the organization went several months with a confused sense of direction.
Leaders commit and commit deeply. As Jim Collins (Good to Great) puts it, they "focus on the few things that…have the greatest impact." A leader's commitment is an expression of who s/he is, grounded in a foundation of self-awareness and understanding. Deep commitment creates consistency and courage, and promotes bold action.
Dan Rockwell (@LeadershipFreak) writes on practicing the art of commitment. It's a quick and stirring read that stimulates the questions for each of us to consider: Where is my deep commitment? How is it a channel of self-expression? What does it say about my leadership?
ONEplace is an awesome resource for our nonprofit community, but it has been one for me, too! From my first day, Thom made sure that I knew that the Associate position allows space to explore your interests, build new skills, and reinforce existing ones. I have gained a tremendous amount of professional experience as a result, and perhaps even better, I feel wiser.
The preparation I've received at ONEplace will be invaluable to my next chapter: I will start graduate school in the fall, where I will be able to study program evaluation and youth development. Although I'm ecstatic to dive into these subjects, the notion of leaving ONEplace and Kalamazoo is bittersweet. I have found that as soon as I begin to get my rhythm and feel comfortable somewhere, that's when the next opportunity beckons. Perhaps that's the universe's way of telling me I have more growing to do.
I have truly enjoyed the space to write out my millennial musings on our blog. Here are a few posts I really enjoyed writing:
How Listening Can Be Transformative
Resolve That Workplace Conflict (Yes, You!)
Leave it in 2015
If the other months this year have been any indication, I know the time I have left at ONEplace will fly by. But I'm not in a hurry, and I'm not gone yet! I'm still here and still growing.]]>
Where do we go from here?
Knowing that whatever direction they chose to go, they would need to go together, we engaged exercises and discussions that uncovered common ground and common vision. Members described their personal connections to the organization as well as their hopes for the future. By the end of the meeting, there was a unity among the group that carried into the following month's planning session.
Board governance takes many shapes, but every board needs to be able to work together. ONEplace staff can assist your board in finding a common path that will move your organization forward. Visit our website for more information or contact us at 269-553-7899 or firstname.lastname@example.com.
As I wrote in late February, my life took an unexpected and sudden turn when a mass was found on my left kidney – kidney cancer. I expected to be out about six weeks, but surgical complications and subsequent rehabilitation doubled that time. Today, I feel great.
Through it all, ONEplace continued to operate smoothly thanks to Lolita Moss (ONEplace Associate), Michael Cockrell (KPL), Paul Knudstrup (consultant), and Bobbe Luce (former ONEplace Director). These four took the lead and filled the gaps, making sure service was provided to our nonprofit community and relieving me of any worry or concern. I'm deeply grateful.
My return to ONEplace may have its ups and downs since treatments are ongoing. I'm confident that, through it all, ONEplace will continue to be there for you.
I look forward to seeing you and working with you in the near future. Until then,
Take care,
Coursera - This partnership between several elite institutions like Stanford University and Johns Hopkins University offers free online courses in everything from programming to music history. Each class is taught a couple of nights per week with a live video of the instructor.
Kalamazoo Public Library Databases - KPL holds subscriptions to several premier databases including WestlawNext and Gale Literary Index. You may access them from a library computer, and some databases offer home access if you are a KPL cardholder.
Osher Lifelong Learning Institute at WMU - Osher provides courses and trips to older adults for a low membership fee. This organization sustains a community of members who have a commitment to lifelong learning.]]>
What do you love about your job?
I first and foremost love the organization and its mission. I think that Communities in Schools and the work that we do is necessary given the challenges our community faces. I love getting to play a part. I love that in my role as the Data Tracking and Evaluation Coordinator, that my work is necessary in making the kinds of informed service decisions that dedicate our finite resources in the most beneficial ways and allow us to understand the gaps of what we can provide versus what the level of need is. I also love the people that work there, they're just great people.
Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
I am not surprised--maybe about where I am, but not necessarily what I'm doing. I think that my experience growing up in the Kalamazoo Public Schools system, and then going to an elite private liberal arts college in the same town [Kalamazoo College], allowed me to see a couple things. First, the different perspectives of the affluent and white students that came from the suburbs of Detroit, [through Kalamazoo College's] service learning program that sends volunteers to Woodward Elementary and Maple Street Magnet School. Hearing about their perspectives of those schools, and then the surprise and often shock when I would say, "oh yeah, I went to Woodward!" At K, my major was in math, but especially by the end of my time at school, I cared more about issues of social justice and the very real systemic challenges that are all at play in Kalamazoo and in KPS. So, I left school for a year and a half and I worked as a substitute teacher in KPS. When I graduated, I didn't know what I was going to do, but I had applied to be a youth development worker at our summer program. The day after graduation I had my interview, accepted the position, loved working with the program and loved working with the kids, on a level so much different than substitute teaching. I could really see the positive impact that systems of support and caring adults made through this setting and this organization. It was through that job that I heard about this position and it seemed like the perfect combination for my training with math, systems-thinking, and using data, and then my passion of working to empower people in communities.
What has been one of your most impactful professional experiences?
My time as a substitute teacher. It was such a challenging job and a challenging time in my life. It was the first and only time that I've ever worked full-time and gone to school full-time. That taught me a lot about my limits of hard work and lack of sleep. But more importantly, working as a substitute teacher opened my eyes to another side of the school experience and made me consider the field of education in general. Before that job, I thought that I hated kids, that I didn't get along with kids, and I learned that's not true, that kids are easy to get along with. It was just valuable in so many ways and I recommend it to anyone that doesn't know what to do and needs something, because you'll find some value from that work no matter who you are.
Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
There are in my office three other millennials, which is great. Having other young people around I think brings a fun energy to the workplace. We employ something like 50 or more youth development workers, and they're generally 18-23 years old, and I think that's an important energy to have when you're working with children as well.
What do you think is one of the biggest misconceptions about millennials/early career professionals today?
The generations that came before us think that millennials don't work hard, and specifically that we don't like to work or don't know how. I think that's a misconception because we've grown up in different times than they did. It's not that we aren't hard workers, it's that we might not have the same ideas about why we work. I think we want to work for things that we really care about, and personally speaking, I always do my best work when I can actually put passion into it, as opposed to hard work for the sake of doing hard work. And maybe that's how we were raised and the comforts that we had, but I think that the attitude of work hard and you will get ahead just isn't as true as it used to be. And maybe it's the start of a broader realization that that whole way of thinking is problematic.
What are you looking forward to learning? Which skillsets would you like to develop?
I would like to develop my skills as a manager and a leader. I feel like it's still a challenge of mine to describe the work I want others to do. Part of my role is describing the instructions for important data collection things that we need to get done, and that's been a fun learning process, and something that I recognize that I still have a lot of work to do in. You have to learn how to deal with every person as an individual; every person has their own unique style of how they work. I've had the opportunity to work with interns where I'm actually giving them instructions, and it's been challenging to feel confident in myself. So, that's what I'd like to get more comfortable in, and what I'm excited about.
What do get out of living in Kalamazoo that you would not or could not get elsewhere?
Kalamazoo is a cool city. It seems to be the perfect size such that there are a lot of things going on, but they're not all already being done, so there's a lot of opportunity. There aren't a lot of young people in the working world, so it's fun to be able to stand out and know so much of the community. I'm really looking forward to staying here and figuring out how the young people will take over
What is the best piece of advice you've received to date, and who gave it to you?
I think the best piece of advice I ever got was from a theater professor, and she told me, "Stop worrying so much about what you should do, and try to figure out what you want to do." And that made me think about how many of the choices I'd made up until that point were because of the expectations of who I was and the people in my life, and how little I thought about what makes me happy and what do I really enjoy and what do I want to do for the sake of doing.
Which natural talent do you get to use most often in your work?
My people pleasing tendencies. And they're not always good in life, but working in an office and doing work that is so relational, I like to pride myself on getting along with everybody and trying to keep things light and fun even in stressful circumstances.
What's your favorite way to spend your free time?
Really any way that I can get into the present moment. The downside of having a job you care about so much is that you think about it all the time. So, I really like to read, that helps me take my mind off of things. Spending time outside is a great way to be where you are and not somewhere else. Maybe the best way is playing soccer. And, I play pick-up soccer with a retired K Professor, the former soccer coach, some K students and other younger K Professors. And that's such a fun, intergenerational way to move around, especially when the weather is nice like this.
Lastly, how do you take your coffee?
I take my coffee black, and usually I have an Americano.]]>
Do you have any information on social media company policies?
We have a great ONEpage that details what should be included in a social media policy. Idealware has a great workbook that includes several examples of existing social media policies.
My organization is in need of free legal representation. Do you have any resources?
The only pro-bono attorneys available for nonprofits in Kalamazoo County can be found through the Nonprofit Legal Assistance Program (NLAP). There are specific criteria your organization must meet to qualify for service. Please see the NLAP page on the ONEplace website for details.
I am seeking a grant for a project or program I hope to carry out in the next few weeks. How can I go about obtaining funding?
The best course of action would be to give yourself ample time to plan and execute a strong project proposal, because many grant funding application processes take several weeks, if not longer. Further, major funders typically have fixed application due dates as opposed to rolling deadlines. Please see this webpage maintained by Foundation Center which details basic information on grantseeking.
I am currently looking for a job in Kalamazoo's nonprofit sector. Can ONEplace help me?
ONEplace does not offer services related to employment placement or case management. However, we do maintain an Employment Opportunities page, which exclusively features Kalamazoo County nonprofit job postings.]]>
What do you love about your job?
So even though I'm really new, what I really like so far is being able to work at a community level to do equity work. It's something being developed here at the Foundation as a strategic priority, and it's somewhat new to the work although it's been a discussed for years here. Having that focus is really interesting to see the big picture of the community and community-based outcomes rather than just programmatic outcomes.
Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
I do think this career path has been chosen for me in a sense. I wouldn't say it's a surprise, but I've always cared about social justice and serving people in the community and making sure everyone has their needs met and can grow and has opportunities to succeed. I've been blessed to try out different things, and this is the direction it kind of took me in.
What has been one of your most impactful professional experiences?
I would have to say my most impactful moment in my career so far was while I was working at Arcus Center at Kalamazoo College. I worked there for five years, and overall my experience there helped me to grow and understand all kinds of things: from campus organizing, international organizing, and movement building, to office management skills, engaging and building relationships in a meaningful way, and understanding different issues and identities. It was a really impactful experience overall.
Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
Yes, there are a few millennials, and one of the interesting things here is that the HR Director that just retired hired around ten people, and many were millennials. Prior to that, there weren't many in this organization. I think it's interesting to see that dynamic. As a younger person, I find it's helpful to have people who share my perspective of the world and are energetic about the work and the possibilities.
What do you think is one of the biggest misconceptions about millennials/early career professionals today?
One thing I always hear about millennials is that we're apathetic, and that's we're always on cell phones and video games and texting and using social media I feel like that comes from people who don't understand that cell phones are tools to communicate. So, just because we use electronic devices a lot doesn't mean we're apathetic or we're not reading or communicating important things. I think people don't understand ye usage or the method all the time of using the technology. And I actually think a lot of the millennials, all of my friends, care deeply and are more passionate about the world than anyone else I know. So I think it's a huge misconception and really unfair, too.
What are you looking forward to learning? Which skillsets would you like to develop?
Already I'm learning about the nonprofit sector from a bird's-eye view because I can see all the different aspects that go into funding nonprofits. I see outcomes, I see all the different sectors, and I'm excited to learn more about nonprofits and grant making. A skill that isn't valued enough is building relationships, and I think it's important to the social sector, movement building, and understanding equity and social justice. So, I'm excited to continue to develop that skill.
What do get out of living in Kalamazoo that you would not or could not get elsewhere?
I think I've come to really appreciate some of the things Kalamazoo does have to offer, even though it's a small city and I might not be used to that, there's a really big arts community, for example. And if you have the energy and want to pursue an idea or get involved, there are not so many barriers here, so I've gotten a lot of opportunities that I might not have gotten in a larger place, especially with the arts. That's definitely something I enjoy, going to Art Hop and being around artist.
What is the best piece of advice you've received to date, and who gave it to you?
Follow your passion and be yourself. Multiple teachers [gave me that advice]. I think I'm able to do that through school and through working and getting experience. I know there's a big focus on going to school and getting your next degree, and I think the people who have encouraged me to try new things and get out in the workplace have been really valuable to me.
Which natural talent do you get to use most often in your work?
I don't know if it's a true talent, but I really enjoy being creative and the creative process and doing that as a group. We use a team approach and I like to bounce ideas off of people and get input and brainstorm and evolve our work together, and that's something I get to do here.
What's your favorite way to spend your free time?
I've always been a big proponent of just having fun and being social when I do have free time. We have a workaholic culture and it's not healthy for anybody to constantly be in production or productivity mode. So I really like to hang out and meet up with people. And sometimes I just like to relax and be lazy, because I think we need to value rest more as well. So, I do a lot of socializing and relaxing.
Lastly, how do you take your coffee?
I used to take it strong and dark, but now I just drink tea.
Bobbe will be in the ONEplace office providing on-site assistance while I am away. We are very lucky to have her!]]>
The hour-long workshop allowed time for Elena and Sandy to talk in detail about the most important things to keep in mind when crafting your proposal, including pitfalls to avoid. The especially nice thing about having two investment officers facilitating was their unique and valuable perspective. I have highlighted some of the best tips I learned at Passion with Purpose.
Provide evidence that your project is addressing a need. We all have personal passions, and while that can fuel your interest in starting a nonprofit, check to make sure that passion will help alleviate a community issue. That's a sure way to present a solid case for support.
Be honest about what your weaknesses. You are probably aware of the strengths that you or your colleagues are bringing to the table, be they material, knowledge-based, or otherwise. You will want to highlight those, but it is also okay to state what you need to complement those strengths. Make sure to tie those needs to your proposal! It shows that you are being forthcoming and self-reflective.
Bring back-up when meeting with funders. Depending on the foundation, you may have an opportunity to sit down with a representative to speak more about your proposal. Feel free to bring someone else affiliated with the project or organization along, like a board member or a volunteer. They can provide another perspective, as well as quell your fears about going it alone.
Avoid being entitled or demanding. It's okay to care about your proposal – that's expected – but please remember that old adage about catching more flies with honey. Elena gave a great example: even if you plan to carry out your project with or without the grant you're seeking, don't share that in your proposal. It signals that you don't need their support, in which case they'll divert those dollars to someone who does.
Did any of these surprise you? Or do you have any tips that would be helpful for others? Please share in the comments below.]]>
I have never written a grant before; what services do you offer?
We offer two workshops on grant writing every quarter: Grant Writing Basics and Grant Research Tools will next be offered in May. Please look out for those on our calendar.
You can also conduct in-depth grant research using the Foundation Center database. You must be at the Kalamazoo Public Library to access it, and ONEplace staff can give you a tutorial if you need.
Where can I find samples of grant proposals?
Although a Google search will turn up thousands of samples, sticking to reputable websites is recommended. GrantSpace offers fifteen examples of winning proposals here.
Do you offer IT and software program training?
While neither ONEplace nor the Kalamazoo Public Library offers these types of workshops, the ONLC in Portage offers fee-based classes. Check their website for details.
Who can help my organization with strategic planning?
ONEplace staff can help with general questions and mapping a course of action. However, if you need long-term assistance, our Consultants & Trainers Directory features area consultants who have reduced rates for nonprofit organizations.
That's all for this month! I'll feature more of your questions in the coming weeks.
What is one of the most energizing aspects of your job?
Working with such a diverse population of the community--people of all socioeconomic background, racial backgrounds, and interests. Hearing their enthusiasm puts things in a better perspective for me.
Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
My mother was a union rep and she did a lot of organizing for the United Food and Commercial workers, so I've always had that experience with organizing people for a cause. She has also worked in the nonprofit world in the community for things related to the Latino population in Lansing, and my father also has been very involved in a lot of community organizations. So I would say that foundation propelled me into this line of work, not to mention I went to school for this. So focusing a little bit more on the community organizing aspect, and how that affects change in the community, as well as on micro and macro levels is something that interests me.
What has been one of your most impactful professional experiences?
That's a tie, between my year serving with AmeriCorps at Goodwill Industries of Southwest Michigan [and my current position]. Goodwill really improved my professional development skills, and gave me firsthand experience working direct service and working with people who are income-qualified for services. The opposite end of that would my current role with VK, [which] has been an impactful professional experience. Working with an organization that has such roots in the community for 50 years, has their hands everywhere, and is the connector point in Kalamazoo has opened the doors to meeting so many different people and learning so much.
Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
No, there is myself and the AmeriCorps associate, and she is two years younger than me. I would say…it's certainly not simpler. It pushes me to learn how to communicate across multigenerational channels, and different layers or levels of expectations. It gives me a different perspective on the day-to-day operations, and it's good to build off [older workers'] sage knowledge.
What do you think is one of the biggest misconceptions about millennials/early career professionals today?
As we've talked about the innovation and the fresh pair of eyes millennials can bring to an organization, I think a misconception is that it will make old ways of doing business or conducting operations obsolete. And to an extent it will, but I think that misconception comes out of worry from the older workforce that there may no longer be a role for them in the future. Coming from our perspective, we're just trying to make a role for ourselves because the world that we entered is not the same world our parents entered.
What has been one of your most useful professional development experiences? (e.g. trainings, education programs, mentorship, etc.)
My internship at Woods Lake with Communities in Schools of Kalamazoo provided me with a lot of experience. I was a Western student at the time, and that was my service learning internship. The main reason I took the opportunity was because I had worked in youth development previously but in a different capacity, and I had always had some hesitation with working with younger kids, especially elementary school aged. At the time I was considering pursuing Public Policy or Counseling, so youth development kind of fit under the umbrella of Psychology, so I pursued the opportunity. It gave me a great experience working with kids who come from homes who are struggling with other considerations, and just being able to create a thriving and prospering environment for that child as the second shift childcare provider. It has provided me with a lot of experience.
What do get out of living in Kalamazoo that you would not or could not get elsewhere?
Opportunities have arisen from how progressive things have been. I know there's a lot of interest in reinvesting and building certain parts of it for the prosperity of everyone. Elsewhere, you don't necessarily see that in such a popular form. I think with that, not only do career opportunities come, but so does networking to meet great people interested in social change, people who have years and years of experience. They have seen the community change from year to year, and have their eyes set on the image that they want it to be. I think that because of the size of Kalamazoo, it has a very positive impact.
What is the best piece of advice you've received to date, and who gave it to you?
I can't pinpoint an exact figure that has shared advice with me because I've had so many substantial and positive figures in my life, but life has taught me that things won't change unless you push them to. In working with people, things for the community won't change unless you encourage others to believe in ideas that those who come forward to try to change have. And also it doesn't move anywhere without encouraging some kind of capital to be invested in that, whether human or financial capital.
Which natural talent do you get to use most often in your work?
I've been told many times from colleagues and leaders that my enthusiasm and positivity makes a difference, and I would say that would be a natural characteristic that I possess. I always try to look for the beauty in everything. In the darkest times, you can always find some kind of hope for something better, or hope for an answer. Aside from that, my ability to communicate and my [friendliness]. I'm always told that I'm easy to talk to—people always confess things to me. I wonder if that couples in together.
What's your favorite way to spend your free time?
Recently I've been spending a lot of my time trying to absorb and learn as much as possible. I've been utilizing the internet for the positive side it can bring – the learning aspect! I spend hours on Youtube learning about ancient Greece, parliament, legal legislation, historical figures, things that have happened in history. Most of why I've spent my learning as much as possible is because knowledge is something no one can take away from you. I'd rather spend time building on myself than taking away from myself.
Lastly, how do you take your coffee?
I take my coffee very dark and very strong, but with a nice sweetness added. Thank you again for the opportunity.]]>
If you would like to send a card or correspondence to Thom, please direct it to our office address:
While he heals and receives the proper medical treatment, I am indeed solo in the ONEplace office. Thank for you for your understanding as I work hard to bring you the resources and services you expect.
Attending the Arcus Center for Social Justice Leadership's recent Self-Care for Social Change workshop was a great opportunity for me to connect theory to practice. The facilitators emphasized how vital self-care is for people who work in the social sector because sustaining yourself ultimately sustains your work. Dr. Michelle Johnson led the participants through an awesome exercise designed to help them stay on top of their self-care, detailed below.
Define your top 8. Think about the top eight things you need to be at your best; these are whatever you need to be at your peak emotional, spiritual and physical health. They can be things like exercise, eight hours of sleep, a conversation with a loved one, or putting money in your savings account.
Assess where you are. For each of the eight, rate how you're doing at this moment from 0 to 10. For example, are you hydrated? Did you exercise recently?
Use this list to get a holistic picture of where you are. Once each item is ranked, you will have a clear idea of how to prioritize your self-care plan for the immediate future; so, if you ranked hydration at a 2, you can plan to grab a glass of water right away. In a couple of weeks, re-assess and plan accordingly.
It felt really powerful to walk out of the workshop with a resource I can use to mind my self-care. Please leave your own self-care tools and plans in the comments.]]>
I'm already thinking about ways my new teammates and I will build respect and accountability into our work together. At the heart of these matters is trust. Browsing through the ONEplace archives, I found that Thom had broached this topic a couple of years ago. Here is a bit of what he had to say:
In the workplace, trust's impact goes beyond individual relationships. It affects the key organizational matters of maximizing performance and achieving desired outcomes. Without trust, we question our colleagues' intentions and judge their personalities. Productivity disintegrates in the acidic pool of office politics.
- Excerpt from "Do You Trust Me?"
This really drives home that trust is not just a factor in group work; it's integral to everything from how well group members communicate, to how and how well a project is completed. Check out Thom's blogpost in its entirety here.]]>
For me, a new chapter began last Wednesday evening.
Last week I learned that I have a mass on my kidney, and this week I will have that mass removed. With surgery and recovery, I will be away from work for about six weeks.
As many of you know, ONEplace is a staff of two, so operations may slow a bit. We are fortunate to have Lolita as ONEplace Associate, who I trust completely and will carry on admirably during my absence.
Please know that, as I move forward into the days and weeks ahead, I do so without fear but with gratitude. I draw upon the work of Jim Collins, and let his Stockdale Paradox form the basis for my approach:
I will retain the faith that I will get through this. I will confront the most brutal facts of my current reality, whatever they might be. And, in the end, I will turn the experience into a defining event of my life, which, in retrospect, I would not trade.
I look forward to living into the experiences of this week and the weeks following, just as I look forward to returning to ONEplace sometime in April.
In the meantime, take care.
While this was going on, I was enjoying a party. There was food, singing, conversation, and much laughter. It was a fun time. And yet, as we sang and ate and laughed, a few blocks away people were being shot and killed by someone they had never met.
Life can be so random…such a surprising mix of delight and sorrow, of celebration and tragedy.
Had I not looked at the news, I would have been sitting there in my home – safe, warm, and untouched by the horror of the previous evening. But there I was: presuming I didn't know the victims or the shooter (names had not been released) but picturing the exact spots where each shooting took place. These are innocent places, safe places, and well-lit places. These are places you walk through without looking over your shoulder. A car pulls in and you think nothing of it.
Of course, one random incident doesn't change the fact that they're still safe places. People will still show up at Cracker Barrel to get their breakfasts and brunches. They'll still browse the lot at Seelye Kia. And they'll do so safely, without concern.
While we know these places will continue to be safe, we grieve their loss of innocence. They now bear the stains and scars of meaningless violence. And we, people of Kalamazoo living here or miles away, like so many other communities before us, feel the weight of having a mass shooting in our own backyard.
While each of us carries the scars of personal tragedy and loss, today we mourn our collective loss…and we need to give ourselves the space to do so. Even though there are things to do, each of us needs to deal with this. We need to allow ourselves the time and energy to get past the disbelief and anger. We need to open ourselves to the company of others who grieve with us, so together we may let this moment find its way into of our life experience.
Yes, we'll eventually move on, but not today.
Today we grieve.
Waiting for the perfect time to act
I am very upfront about my Type A personality, which has undoubtedly helped me accomplish my goals. The thing about being a perfectionist, though, is that you are less apt to take risks. I'm likely to do hours of tedious research and planning before making a decision because failure is not an option. Now I understand that failure is natural, and waiting around could mean missing a great opportunity. This year I vow to have more faith in myself and simply wait for preparedness, not perfection. Then I can grind and focus on my target.
Letting someone else's opinions set my limits
One of the hardest lessons I've learned since graduating is that people might like you or respect you, but they may not believe in or invest in your talent. I have been hurt in the past because people I look up to have not given me opportunities to excel. No more. Half the time, someone's doubts aren't about you, but rather a general impression based on where you grew up, went to school, who you date, or how you dress. This year I'm going to focus on being someone that I can be proud of above all else.
Going it alone
Working independently is typically my modus operandi, but I'm learning that it's not necessarily the most efficient or productive way to get things done. In fact, burnout happens when I am doing precisely too much, completely alone. I have come to terms with the fact that I truly find joy when working in formation with a determined collective towards a shared goal. It makes success more tangible and enjoyable once you cross the finish line.
Underestimating bad energy
As an empath, energy, or the "vibes" in a given environment, determines how comfortable I feel. If I sense negative or nasty energy, it clings to me like a veil, and I have found that it even alters my thoughts. With that knowledge I have decided to avoid negative energy when I can, and when I can't, to do my best to be positive and remain gracious. I expect mindfulness will be a big help with this.
I'm very excited about this list because it gives me a context for goal-setting this year. What things would you have in your #LeaveItIn2015?]]>
With kickers, "successes are largely expected and failures magnified."
Do you ever feel like that? You strive to stay current. You prepare for countless hours. You go through draft after draft of the plan or presentation. And when it's all said and done, only the mistakes and missteps get discussed.
While we assess our own performance, feedback from colleagues and managers carries great weight. For most of us, feedback is scarce, and we tend to hang on to the critical and the negative. The latest statistic I've seen says that it takes eight positive comments to balance out one negative comment.
And, the occasional nod is not feedback.
When recently asked about their offensive players, the often-interviewed quarterback Peyton Manning named McManus and Colquitt (punter) as "two of our best." That's similar to the boss saying, "good job" to you in a staff meeting and thanking everyone for their hard work. It's a nice thing to do, but it's not feedback.
Feedback is specific. It references previously set goals or expectations. And it allows room for people to develop.
People need space to develop. After struggling for two years to make it in the NFL, McManus finally earned the kicking job last fall. He went 30 for 35 for the regular season and was a perfect 10 for 10 in the playoffs. Even so, he was working with his coach last week to adjust his kicking stride, "a seemingly minute change that can be a significant one in a craft where inches matter."
Professional development, like football, is a game of inches – a nudge here, an adjustment there.
How are you helping your staff to develop? How are you addressing your own professional development? If you're stuck or not sure where to turn, ONEplace can help. Don't hesitate to contact us.
Quotes are from Sacramento Bee]]>
Unfortunately, this is more the exception than the rule.
For over a decade, The Bridgespan Group has conducted research on nonprofit leadership, and they report that, despite volumes of articles and discussions about the need for organizations to develop their own staff, too many nonprofits do not grow their own leadership. The result is a "leadership development deficit" and an ever-present worry about leader succession.
Another result is that we're losing our leaders. When ONEplace began, there was a concern about Baby Boomer retirements leaving a gap in leadership. However, researchers report that less than half of those leaders leaving their positions are doing so because of retirement. Many leave due to a lack of support for their learning and growth.
When we cut our professional development, we bleed out leaders.
Last October, I wrote about ONEplace's move to encourage the development of Resolute-Humble Leaders (read post). As we continue down that path, it's becoming clearer that what we're taking on is less like a program focus and more akin to a movement.
As we move into and through spring, ONEplace will be facing the challenge of how to reverse the trend toward effectively supporting and developing leaders. I suspect that it will involve conversations with many of you.
I look forward to it.]]>
Our recent gathering took a deep dive into the question, "What drives an organization, and what difference does it make?" This was not a philosophical question but one of observation and assessment. We wanted to get a read on what's happening in the field. Three themes emerged in the discussion.
First, we tend the follow the path we're on. This was expressed as tradition, the status quo, going down the same tunnel, fear of change, or even as an object in motion stays in motion. While organizations are consistent, they may lose sight of other options or become risk averse.
Second, we're bound by a common cause. While most organizations have a mission statement, this point gets to a more personal connection to the cause, such as all have a family member who suffers from the same disease or endured a similar experience. Being close to the cause elicits deep engagement, and it may cloud understanding relative to fundraising or community engagement barriers.
Third, the organization will rise and fall with leadership. Organizational success often is determined by how the Board and Executive Director partnership lead the organization. The organization thrives when the board conversation revolves around impact, and it falters when the board conversation delves into operational concerns.
We acknowledged the fact that organizations are always communicating a message – whether intentional or not. Being deliberate about that message and mission creates clarity internally as well as external consistency.]]>
Tell us how you got to where you are today
I've had a wonderful career – working with kids for 45 years. I started employment in 1970 with Kalamazoo County as an attendant at the Juvenile Home. Over the next few years, I was a Caseworker/Probation Officer, a Supervisor, and Assistant Court Administrator. In 1984, I accepted the position of Superintendent of the Juvenile Home and was asked to clean it up. I fell in love with the place, and we were able to bring the agency to one of the tops in the state. I served Superintendent until I retired in 2003. Funny thing – as I retired from the position, I was asked to re-apply for it. So I was rehired as Superintendent for another two years which allowed me time to finish up some loose ends. I was asked to consult with the Lakeside Academy in 2004, and I joined their board in 2005. I became Executive Director of Lakeside in 2006 and then CEO in 2007 – the position I hold today.
In my work, I always focused on systems – revisiting why we're doing what we're doing. I look to improve the service delivery by improving the systems and processes. As one system changes, it has ripple effects throughout the organization. I got this from my Dad – he like working puzzles.
What do you most love about the Kalamazoo community?
I'm a promoter of revolution. I enjoy looking down the road to see where new ideas and initiatives will take us, and ask, "Is that where we want to be?" So, Kalamazoo is a great fit for me. It's a city that provides people the opportunity to think big, try new ideas, pick themselves up when ideas fail, and enjoy the ones that work. It's in our communal DNA. I stay here because Kalamazoo is constantly working on its brand, maintaining its core, and keeping it a wonderful place to live. In addition, Kalamazoo has a strong downtown, arts, family-oriented, higher education institutions, great size, ease in getting around, surrounding agricultural and recreational areas, wonderful people and friendships. The community allows individuals to become involved in living their passions.
What guides or principles do you rely most upon?
The primary guiding principle has always been to ask, "What is best for the kids and their families?" Related to that, I share with staff, "If your son or daughter was here, how would you want them to be treated?" Sometimes, adhering to my principles meant putting my job on the line – doing what was right rather than following the rules. In fact, a judge actually fired and rehired me twice in the same day! Oh, I also keep in mind that, in addition to skill development and learning, success takes a lot of pure luck.
I developed a personal mission statement around 1994, and it stays before me to this day. It's a series of principles influenced by my parents: Be fair with others; Honor my parents; Appreciate the wonders of nature and protect it; Advocate for the underdog; Maintain a high physical regimen; Nourish the spiritual inner self; Prepare mentally for a positive departure (death); Let determination and perseverance rule; Give back more than I take from this world; Accept my deficits and tolerate those in others; Leave no financial or emotional debt for others; Practice the development of new life skills and knowledge; Live a clean, orderly lifestyle; Never lose sight of the vision on how the world could be; Allow my sense of adventure and curiosity emerge, to seek personal fulfillment; and Crave learning and gaining knowledge.
Who was one of your mentors and what do you carry with you from that relationship?
First, my parents were great influences. Both had 8th grade educations and worked hard for low wages. They valued a strong family, open-mindedness, taking in others in need, and being fair. They taught me about social justice and working hard, and they always said, "You WILL go to college." Among all my aunts, uncles, and cousins, only my siblings and I went to college because of my parents' encouragement.
Harold Dyer, Court Administrator, also was a mentor to me. He took me into his administrative domain and taught me the rigors of politics, administrative struggles, human resources, and the importance of staying focused on end results. He made my career!
What has been one of your biggest learning moments?
The Peace Corps changed my life at a young age. Living outside the USA opened my eyes to the many terrible things my country was doing around the world. Living in a mud house without toilets, running water, or electronics, relationships and daily survival were the common foundation for living. This made me question the USA model.
Another learning moment came in Kalamazoo when I was asked by a Chief Judge to clean up our Juvenile Home after numerous serious problems were discovered. After becoming Superintendent, I developed a 3-year plan for functional changes and never met my goal. To be successful, I needed to functionally change my approach and relationships with all other staff members before changing the system. This was a real "aha" moment that carried my career.
What's an average day like for you at work?
At Lakeside, the executive director handles the organization, so for me, an average day is pretty low key: licensing, accreditation, audits, legislation watch, requests from prior students, consulting with peers and talking with students. It's a big change from my days at the Juvenile Home where I was working 50-60 hour weeks.
What are the types of challenges/opportunities that keep you up at night?
My greatest challenge at Lakeside was in 2006-07 when trying to save the agency and convince the Board members that "we could be a national model." We faced the challenge and went from worst to first in Michigan as a residential treatment facility. It took many sleepless nights to get there. Today, our biggest challenge is educating our community on the outstanding work we do with our students and the sustainable health of the agency. It is slowly coming around.
How do you stay up-to-date on latest trends in your field?
I constantly keep my ear to the ground: legislative searches, talking with similar agencies, being a member of the Michigan Federation for Children and Families, and receiving updates on state and federal policy and legislative decisions. I chair the local DHHS Board of Trustees overseeing the local operations and I'm a member of the Michigan County Social Services Association. MCSSA keeps a finger on the pulse of Lansing policy and legislation, and it offers opportunities to discuss program needs and immediate citizen issues at any age.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
Most of all, know who you are. Challenge yourself to be your best. Overcome competitiveness, defensiveness, and ego. Be forward thinking and fresh.
On the content side, understand the politics of your board and where each member stands on their view of the agency. Be inclusive in idea sharing and decision making. Also, understand organizational finance: budgets, audits, balance sheets, and fiscal health for the agency.
I've found that the really fun side of living is talking with people and getting to know so many good people. The greatest joy in work is having an idea, sharing it, and watching it develop. That only happens in relationships.
What hobbies or outside interests do you enjoy?
I enjoy hiking, biking, golf, running, swimming, tabata training, weight training, yoga, pilates, gardening, cross country skiing, reading, international travel, college sports, Rotary, and family.
One more thing
I started a physical regimen in 1972, and it has been an integral part of my lifestyle all through the years. It's worked well for me, and I'm grateful for it. Too many sacrifice health for work, and it's not something that you can buy back. You must start early and maintain it.]]>
I sat with him, put all of my good ideas aside, and asked him, "What's wrong? What do you need?"
Recently I read the January 2016 installment of Trickle-Down Community Engagement (TDCE) – TDCE is when we bypass the people who are most affected by issues, engage and fund larger organizations to tackle these issues, and hope that miraculously the people most affected will help out in the effort, usually for free. It's often manifested in community-wide efforts that eventually falter under the weight of convening fatigue, a series of false starts, and no dedicated personnel.
Unfortunately(?) I followed the TDCE post with a scholarly article from a national institute staffer who had his "spirit awakened" by a renewed effort by his network of partner organizations to "step up our ambition, performance, and leadership as a national backbone organization." (Release the Trickle!)
To add salt to the wound, all of this came on the heels of participating in a board meeting in which a list of "gaps" were circulated and discussed followed by a list "ways to fill the gaps" – a list which had no connection to the previous list of gaps. The proposed "ways" came from persons removed from the problems and included a lot of wonky language that didn't make clear what specific action(s) could be taken.
When do we include the voice of the people being served and the staff who directly perform those services?
When I worked in a large, multi-building organization in Chicago area, there were managers spending time in meeting after meeting developing policies and procedures to guide the work of people not in the room. These initiatives failed every time. When the managers asked those doing the work to propose policies and procedures to improve their work and job satisfaction, an effective solution was found in half the time. And the buy-in was 100%!
Self-determination goes a long way.
Our motivations and intentions are good, and we need to study all the evidence, data, and best practices. It's important. Equally important is to sit down with those most affected, set our good ideas aside, and ask: "What's wrong? What do you need?"
I took that energy to Creating Change, a conference hosted by the National LGBTQ Task Force, this year held in Chicago. Over 4,000 organizers, activists, and social justice allies came together for workshops and institutes concerning the lesbian, gay, bisexual, transgender, and queer (LGBTQ) communities. I attended just three out of the five days of Creating Change, and can't quite believe how much I learned in such a short period. Here a few of the biggest lessons I took from the conference.
1. Lean into – not away from – discomfort. One awesome panel that focused on the experiences of queer racial justice activists encouraged the participants to expect discomfort, and embrace that. The moderator noted that turning away or shutting down due to uncomfortable feelings or truths can be a major barrier to advancing important conversations.
2. Don't do for, do with. One very serious, heartfelt panel about the crisis of HIV in young Black American queer men focused on how realities specific to the African American community, such as religiosity, are exacerbating the issue of HIV transmission rates. The moderator noted that because these issues are entrenched, health organizations would do well to work with communities rather than dictating terms on how to lower infection rates.
3. Visions of justice tomorrow may not look like yesterday's. During the State of the Movement address, one of the Task Force staff members noted that it was the 43rd anniversary of the Roe v. Wade decision, guaranteeing women the right to choose. That staffer further explained that while that event is an important one for reproductive justice, there is still much work to do to guarantee access to good healthcare for all, particularly the trans*, disabled and undocumented communities.
Creating Change was an excellent opportunity to illuminate how so many different things so essential to a fulfilling and productive life – secure housing, a good education, a safe work environment – must not be taken for granted. I am excited to use this new information as we plan for the 2016 Inclusion Series. And, if you have ideas of what you'd like to see addressed in the series this year, please email us.]]>
I never again hesitated to call. In fact, I looked forward to speaking with her.
This happened early in my career when all correspondence was by letter, phone call or face-to-face – no email, text, or Facebook. I learned from my overly blunt colleague and from many others that no strong, working relationship can develop without face-to-face meetings. Email, phone, et al can maintain relationships. However, establishing or developing effective collegial relationships requires face-to-face meetings.
Everyone has experienced this. A lack of nonverbal cues leads to misinterpreted emphasis or tone of voice. And many a joke has gone astray because the reader wasn't in the right frame of mind to receive our attempted jocularity (ouch!).
Few dispute what I'm writing. Indeed, article after article support the need for building and deepening relationships with colleagues, subordinates, board members and customers through face-to-face meetings. And yet, we do so little of it. Why? Most say this:
"I don't have the time," which is simply another way to say, "I don't make it a priority."
From my chair, I can tell you this: those who make relationship building a priority are better supervisors, have functional boards, do effective board and volunteer recruitment, have loyal donors, develop an excellent reputation, and work cooperatively with other businesses and organizations.
In other words, their investment in getting to know people creates efficiencies and builds effectiveness throughout their organizations. Indeed, strong working relationships increase capacity, saving time and money.
Electronic communication (email, social media) is disaffected connection – information exchange without feeling or subjective experience. It plays an important role in our workday, but it will never replace that which is required to do excellent work – real human connection.
So, have no dread, no fear. Before the day is out, arrange to meet a colleague, board member, or loyal donor for coffee or lunch…just because…just because working with people rather than beside people will transform your organization.
It shouldn't happen.
Several months ago when asked by a new board chair for advice, the first thing that came to mind was "No surprises – especially with the executive director." Everyone takes their cue from the top, and the relationship between the board chair and executive director – be it positive or negative – sets the tone for the organization. So, it's to everyone's benefit for these two to keep in regular, open, and honest communication.
This relationship models "standard operating procedure" for everyone else and it can be leveraged. Taking time to explain how, for example, there is a formal schedule of weekly phone meetings and monthly face-to-face meetings (in addition to email conversations) lets other members know the expectation. It set the bar. It also may increase their confidence in board leadership.
I raise this issue because surprises happen, often with devastating, long-term effects on the organization.
A board culture that allows surprises to occur, implicitly allows speculation, sidebars in the parking lot, and divisive cliques. A few years ago, I sat in a task force meeting where this was happening – "we-they" language was being used about the "nay-sayers" in the organization. I immediately said, "Stop it! We are one organization and cannot allow ourselves to be divided." We then took time to discuss the merits and respectful intent behind the position held by "they."
When surprises – or other potentially divisive practices – occur, someone has to interrupt the proceeding, name it, and call an end to it. Everyone knows its poor practice, but it must to be spoken to break the unspoken agreement that allows it to go on.
If you're nodding right now (literally or figuratively), then that someone is you – take the lead.]]>
The Board acts as one.
Many boards lack this unity. The organization may have a clearly written mission statement but board members are not on the same page with how this impacts their work. The executive director may have a clearly written job description but there are disconnects between board leadership and the executive staff that create confusion and impair operations. The board may have a recruitment plan for members and officers but they struggle to find people to fill the positions.
These three issues – getting everyone on the same page, managing critical governance relationships, and finding great board members – thread their way through many boards locally and nationally.
The most recent Governance Report (Leading with Intent) from BoardSource shows that, while members do a good job with technical concerns such as financial oversight and compliance (things that many do in their own jobs), they underperform on the adaptive concerns related to strategic direction and community connections. In contrast, top performing boards get the "right people on their bus" through a deep understanding of cause, purpose, and strategy that enables thoughtful planning, determined dedication, and collective commitment from board members as well as executive staff.
Let me be frank: I'm seeing too many boards struggle with ambiguities that can be addressed. I'm seeing too many organizations struggle because the board and executive staff fail to develop strong, working relationships.
Board service is serious work, affecting the lives of many – staff, volunteers, clients, and others. Every year, board personnel undergo change, so board development requires continual effort. Our Better Board Series (Jan 12, 19, & 26) offers a taste of what ONEplace can do to assist you in this effort.]]>
Grant seekers often worry on concerns outside their control: who else is applying this round, how will we stack up against the competition, what pet concerns drive the panel, etc. Even if we could answer these questions, it would make little difference in how we write our proposals.
Instead, grant seekers have plenty to focus on within their control. Up to 80% of grant writing is research. Grant writers need to know: details on the organization's cause, purpose and strategies; details on the proposed program development; the organization's history of handling such projects; details on the need being addressed and the population being served; details on how other organizations are serving similar needs or the same population; and more.
Once the grant writer knows the details above, then begins the hunt for the funder with a hand-in-glove mission fit. This, too, is within the grant seeker's control. Using the Funding Information Network (available at ONEplace Center) and other tools, the funder search can be narrowed quite quickly.
I once spoke with a young grant writer who said, "I wrote 100 grants last year and didn't get a single one." Don't be that person. Grant writing is not a numbers game. It's more akin to finding the right pair of gloves – appropriate material, solid construction, engaging color, and perfect fit.]]>
What is one of the most energizing aspects of your job?
Working with the campers who are misbehaving and trying to redirect their behavior. I try to get the staff to come alongside and understand what we're doing here. During staff training, it is important to me to try to explain why we're doing this and why we sometimes keep [misbehaving] campers longer than some staff think they should be kept. I try to share my heart because people using understand once they have a heart connection with it. It's one of the most energizing aspects and it can also be one of the most draining. I think it's cool to see a camper who has been misbehaving turn their behavior around and to see their growth year to year. Also, to see a staff member really connect with a camper and help that camper believe they have the power to decide how they behave. It's really profound and powerful.
Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
I'm both surprised and also kind of knew I'd end up in a place like this. I had a rough life growing up, and even from a young age I knew I wanted to work with kids, especially kids who had a story like mine. Or who maybe didn't have an adult in their life to tell them their value. Did I think it would be a camp? No, it never crossed my mind until I got to college.
What has been one of your most impactful professional experiences?
For a couple of semesters [in college] I was a lead infant/toddler teacher for a childcare center and I think that helped me to see I could be the leader and delegate and what have you. So that kind of prepared me for my current role, but Pretty Lake has been the most impactful experience I've had because of how it has helped me grow--the multigenerational work I do here, like working with the staff and the campers, figuring out boundaries, and those kind of things. It's given me confidence that I can rock out in something like this. In anything, for that matter.
Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
The year-round staff has one person close to my age, but most others are several years older. That part of my job makes it easier for me because they have a lot more experience in life and so they help me prepare for camp, and it allows them to share their wisdom. Only one part makes it difficult: trying to get the summer staff to understand the impact of their behaviors (while campers are here and when they aren't). I think our culture sometimes makes it hard to truly get this concept. We aren't taught boundaries and professionalism soon enough and our early adult years. We're all learning and growing. If I had older people on the seasonal staff this maybe wouldn't be an issue but there wouldn't be the energy there. So, [the age differences] are a kind of checks and balances.
What do you think is one of the biggest misconceptions about millennials/early career professionals today?
I think people expect them to behave in a certain way so they don't set the expectations to bring them up where you actually want them. But a lot of people want to rise to those expectations. So, one of the biggest misconceptions is that we just want to behave in a way that is not acceptable, and people don't challenge us to meet those expectations. I think a lot of people act the way they do because they don't know any better, because no one teaches them. Usually people act the way you tell them they should. We want to rise to the occasion.
What has been one of your most useful professional development experiences? (e.g. trainings, education programs, mentorship, etc.)
Probably college, because it reinforced a lot of what I already knew about child development and adolescent behaviors. A lot of the understanding I gained from my childhood was reinforced by my education, so people would believe me when I said, "this is happening because of this." I recognized a lot of things before I received my education, but I didn't know formal names for them. For example, some of the ways I deal with campers here I learned through my childhood, but then refined a lot of my knowledge at Western.
What do you most love about the Kalamazoo community?
Most of my experience is from living on campus; people were really friendly. The friendliness of people and finding long-term friends has been long lasting and impactful for me. I like the historical landmarks here and how people go and support them a lot, like the State Theater. I also like the relationships between [Western's] campus and the college, and the partnerships created through internships.
What is the best piece of advice you've received to date, and who gave it to you?
It's been echoed through a couple of people in my life. Most recently I heard it from one of my pastors: we're born for such a time as this. There is something in me that the world needs, so I'm trying to figure what that is and bring that to the world. Essentially I have an irreplaceable role in this world, and that is humbling and frightening at the same time. I try to be really intentional about how I go through life.
Which natural talent do you get to use most often in your work?
Even as a little kid people followed me, and I wanted to care for children even when I was a child. So that care and that mothering heart--and I don't know if that's a talent-- but there's something in me that's always been motherly, and that's what I've been able to use the most. In this role of being part of a year-round staff and a supervisor of all these other staff, and to the campers, I've been able to use that in these three different groups, and that's cool.
What's your favorite way to spend your free time?
Either reading a book, watching a movie, chatting with my friends, or playing games. I love listening to 90s R&B music, so having a little dance party with my friends is always really cool. I like the simple pleasures of life.
Lastly, how do you take your coffee?
I don't drink coffee, but I do drink tea.]]>
By Evaluation
1. Donor Recognition: Keep 'em Coming Back (11/12/15) 99%
2. Grant Writing Basics (3/10/15) 97%
2. Grant Research Tools (12/10/15) 97%
4. Donor Retention (2/5/15) 96%
4. Securing Corporate Sponsorships (10/26/15) 96%
4. Achieving Sustainability (12/10/15) 96%
7. Starting a Nonprofit (1/7/15) 95%
7. Grant Research Tools (3/24/15) 95%
7. Three Steps to a Better Board (6/2/15) 95%
7. Grant Writing Basics (6/14/15) 95%
7. Planning your Year-End Campaign (10/29/15) 95%
7. Grant Writing Basics (12/3/15) 95%
By Attendance
1. Building a Cohesive Team (3/31/15) 43
2. Job of the Manager – Managing Yourself (9/14/15) 39
3. Major Gifts (5/7/15) 36
3. Communicating for Results (9/21/15) 36
5. Trans*, Gender Non-Conforming, & Genderqueer: a workshop for allies (8/12/15) 32
5. Managing Change & Making Effective Decisions (10/5/15) 32
7. Leading & Empowering – Growing Yourself (10/12/15) 31
8. Building Relationships – Managing Others (9/28/15) 30
9. Your Marketing Plan (4/29/15) 25
10. HR Essentials (4/22/15) 24
Thank you for all you do to support, encourage and enrich our community. You're amazing people doing amazing work.
All the best for 2016!
Here are a few different modes of reflection I have used for personal growth:
Learning from my "shadow" self. One frustrating thing I've encountered is continuing to see weaknesses in certain areas of life. Learning about the "shadow" self, the negative parts of ourselves that we are usually completely unconscious of, allowed me a window into those weaknesses. See this article for a revealing exercise on the shadow, and how to move past those negative behaviors.
Journal. I've always felt that I am a bad journaler because I don't do it every day. Nevertheless, studies show that those who journal display better work performance than those who don't. You can use your journal as an emotional outlet, or even as a way to remember the positive things when you're having a particularly rough day, week, or month.
Meditation. I mentioned in a previous post that meditation keeps me grounded, but plenty of research touts the health benefits of meditating. And while it certainly can seem difficult, it should be relaxing. If you're a true beginner, I recommend the guided meditations on Chopra Center. Find somewhere quiet to sit, dim the lights a bit, and simply listen to the speaker.
However you spend this month, I hope you are happy, healthy, and fulfilled.]]>
Of course, some last minute activities cannot be avoided. It seems that every event, project, and multi-faceted effort involves last minute details. We anticipate them, plan for them, and then crank 'em out. These "hurry up" tasks simply cannot be done any earlier.
The "wait" tasks – often weightier, developmental activities that take time and long-term commitment – cannot be so quickly cranked out. These demand top priority, our first and best energy, and regular time on our calendar.
I'm talking about the kind of activities that populate Stephen Covey's Important-Not Urgent quadrant. They bring vision and perspective. They develop balance, discipline, and self-control.
In summarizing these, Covey writes
What one thing could you do in your personal and professional life that, if you did on a regular basis, would make a tremendous positive difference in your life? Quadrant II activities have that kind of impact. Our effectiveness takes quantum leaps when we do them. (The 7 Habits of Highly Effective People, pg. 154)
So, how would you answer Covey's question? Or, in the spirit of the season, try this: instead of looking forward, first take a look back. What, during this past year or in previous years, have you done on a regular basis that made a tremendous positive difference in your life? Name your success, celebrate it, and learn from it. And then look ahead and see how you can build on it.
That's taking the long view – small, consistent steps over a long period of time. It's the key to great board development, great fundraising, great public relations, great programs…indeed, it's the key to being great.
Our ONEplace Management Track workshop series addresses basic management skill development needs. Almost every month, we offer a Management Track series focused on skills critical to your success.
For example, we recently held our Supervision Series (Sep), Fundraising Series (Oct), and Operations Series (Nov). In the coming months, we'll offer a Better Board Series (Jan), Volunteer Management Series (Feb), and more.
Spending valuable time on professional development is essential to your career growth and your organization's development. By scheduling Management Track workshops further in advance, you can better plan and coordinate your professional development activities and get dates on your calendar.
Plus, we encourage Management Track workshops as preparation for (and follow-up to) a Leader Academy experience.
Your professional development is in your hands. Plan now to make 2016 a growing year (visit our calendar).]]>
In Project Management, we ask: What needs to be done? Why are we doing this? At the end of this project, what will we have accomplished? What limitations need to be considered?
In Decision Making, we ask: What are you trying to accomplish? Can you state that more clearly? What must the decision deliver (i.e., what is mandatory & measureable)?
In Problem Solving, we pinpoint the defect through a series of questions that look at what IS the situation and what could be but IS NOT the situation. For example:
IDENTITY – What is the item that is malfunctioning? What is the malfunction?
LOCATION – Where is the malfunction observed (geographically)? Where on the item is the malfunction observed?
TIMING – When was the malfunction first observed? When has it been observed since? When in the operating cycle of the item is the malfunction first observed?
MAGNITUDE – What is the extent of the problem? How many items are affected? How much of any one item is affected?
We also adjust the questions to look at the closest logical comparison, for example: What could be but IS NOT the item that is malfunctioning? What could be but IS NOT the malfunction?
If the item is a person, we can change the language to fit the situation, for example: Who is the person that is underperforming? What is the underperformance?
Good managers don't know everything, but they know to ask good questions. These processes provide a stable of good questions for those projects, decisions, and problems that inevitably come to your desk.]]>
Tell us how you got to where you are today (positions held, career shifts, etc)
I came to Kalamazoo from Seattle to attend Kalamazoo College and major in Biology and Chemistry. I ended up with a Theatre major. I did internships in Seattle as well as a technical internship at the Kalamazoo Civic and ended up taking a job at the Civic as Light and Sound Production Manager. From there, each time I was ready to leave a position, another position at the Civic came open. Four positions later, I became Executive Director – that was ten years ago. While working, I went back to school for a Master's degree in Performing Arts Administration at Western Michigan University. I already had the local contacts and networking skills. The masters gave me the tools I needed to continue to grow and thrive as executive director. Last September I notified the Civic that this would be my last season, and the search will begin soon for my successor. For me, we'll see what the next chapter will be.
What do you most love about the Kalamazoo community?
Kalamazoo has big city aspirations and a little town feel. The arts and culture per capita is huge, the institutions of higher learning are strong. These add a lot to the community and culture. Partnerships between and among businesses and organizations are unique. Kalamazoo is a city that creates its own opportunity. The Kalamazoo Promise, for example, was a big call to action for our community, and we responded with increased early childhood learning and arts opportunities. There's a spirit of cooperation here that continues even after the recession. We know that we're part of something bigger, and we came through the recession smarter, leaner, and poised to take risks.
What guides or principles do you rely most upon?
I believe in risk taking. The Civic is two businesses: show business where you need to make a profit and art where you should always, always, always take risks. Art allows us to walk off the ledge and then see if there's anything to catch us. If not, then we pick ourselves up and go again. This duality guides many aspects of my life. We need to be good stewards with solid procedures as well as artists who tell stories by and for the community. It's liberating.
Another guiding principle is to ask, "What's the worst that could happen?"
Who was one of your mentors and what do you carry with you from that relationship?
I've had so many. Each of my board presidents has been a mentor in some way. Each taught me what this organization means to Kalamazoo. Larry Jaquith (Kalamazoo College) was an early mentor. Also, since I've been at the Civic for so long, I've seen many executive directors come before me: Jim Carver, Betsy Bennett, and Duwain Hunt. Each demonstrated their own style leadership, way to run a business, and willingness to take risks. I learned from each one.
What has been one of your biggest learning moments?
It was the first year of the recession. We were not making budget – losing money. People weren't calling it a recession yet, so there was a lot of wait-and-see going on. My gut told me, "We've got to do something…now." So, I went with my gut and cut back on programming and staff. It was hard, painful, and it worked. I learned to go with my gut…to listen to my inner voice.
I also learned to take risks. You can ask yourself, "Is this the right thing to do?" and never really know the answer, but you can't manage, "I don't know." Sometimes you have to make the decision and then manage what comes as a result. I was young when I first became executive director, and I had to learn to own my own disasters (potential and real). I got better at owning my disasters, learning from them, and being OK with them. It's an important lesson.
What are the types of challenges/opportunities that keep you up at night?
Big decisions. I have to decide: what types of shows to do, how to affect change and culture, to take a stand on doing the right thing. In a lot of decision making, you're not sure how it's going to come out. Yet, you need to decide and move forward.
When I started at the Civic there were 12 employees. When I became executive director, there were 30 employees, and now there are 38. Regardless of how many people you officially supervise, you're still in charge of it all. So, the challenge of leadership is also with me every day.
What's an average day like for you at work?
I talk about theatre, then broken pipes, then databases, then theatre, then the mail…. There's no average day. Since we hired an artistic director – after several years without one – it's been easier. While it means more discussions on facility issues than artistic ones, it also means we get to spend more time on high level, strategic discussions – these are very important.
How do you stay up-to-date on latest trends in your field?
I subscribe to various industry blogs and have websites I regularly visit (MNA, Blue Avocado, BoardSource). I also get emails and publications from national and state theatre associations, and interested persons share articles with me. I also enjoy conferences and workshops.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
It's about building relationships and knowing that you are responsible for your own self-improvement. No one will tell you to do it, so go and find it. Enjoy it – nonprofit work is never boring.
Believe in what you do. I've lasted 22 years at the Civic because I've sincerely believed in what we do here. The more we look to our computers and cellphones for information and interaction, the more we need interactive arts and community events to bring us together. We can't wait for tragedy to unite us. We need to gather and celebrate.
What hobbies or outside interests do you enjoy?
I love to cook and I'm in my 14th year as a "beginning golfer." I like to hike and camp. I also serve on a couple of boards. I also enjoy our craft beer scene – it's good for our community.]]>
Conscious choice and discipline.
Since I first learned this phrase, I've stumbled upon it on many occasions and in a variety of settings. I don't hear the phrase spoken or see it written; rather, the phrase pops into mind as I observe what's before me. Be it a child with schoolwork, challenged parents, determined youth, engaged employee, recent retiree, etc., excellence stems from sincere commitment and unwavering discipline.
Not that any one person exercises this winning combination in all aspects of life. Instead, I observe that almost everyone exercises sincere commitment and unwavering discipline in some aspect of life. That is, most of us have access to this experience, its impact, its benefits. And that is an experience we can draw upon.
So, where do you invest sincere commitment and unwavering discipline?
It may be as simple as how you organize the clothes in your closet or care for a single, potted plant. Whatever it is, examine how this experience serves you, how it makes you feel, how it makes you whole.
Let the "small wins" teach and motivate you to take on the next thing. You know can do it. Indeed, you've already done it.
I realize that "no" is not often considered an affirmative statement. As kind and generous folks, we usually want to say "yes" when asked to help or assist in any way. Indeed, "yes" seems to leap from our mouths before we fully consider the request. It's our default response. It feels like we're being helpful.
Yet, every time we say "yes" to something new – a new project, new program, new responsibility of any sort – we risk diluting all the previous commitments we've made. To find the time and energy for even one more activity, we often embezzle energy from our standing commitments, other short-term commitments, and ourselves.
So, like a thoughtful "yes," a well considered "no" is a strong affirmation. It affirms our family, our friends, our work, our health and everything else that fills our minds and calendars.
Happy Thanksgiving!
Even though my long hours aren't over, seeing Thanksgiving on my calendar when I turned the page to November reminded me of an important emotion: gratitude. When I think of what has gotten me through these past two months, it has been the small moments where I felt thankful. Every time I took a second to acknowledge something good, no matter how small, it buoyed me through the next task. Gratitude is not a panacea; it won't fix achy knees or puffy eyes, but it offers perspective that could allow you to fulfill your commitments and reach larger goals.
Of all the things I'm grateful for, my loved ones might be the best. I have received so much positive support from the people in my life who know how hard I'm pushing myself. Everything from cards to funny memes have kept me smiling, and remind me that it's okay to share successes and challenges.
So, for the past couple of weeks I've been in a new state of mind. And even though my added workload is not over, I feel lucky and proud of how far I've come.]]>
It's a gift to listen to someone explain how their organization's services improve people's lives. I often find myself pleasantly surprised as I learn how organizations come along side their constituents, navigating systems, removing barriers, and equipping them to move on.
This is why I so enjoy our KICtalks programs. Kalamazoo Innovative Community talks provide organizations an opportunity to spotlight their particular innovation, show how it builds community, and invite others to play a part. I learn a lot about each organization and leave inspired, encouraged, and interested to learn about other organizations.
The next KICtalks is Thursday, November 12, 5:30 – 7 pm at the downtown library. We'll hear from Kalamazoo Book Arts Center, Kalamazoo Literacy Council, and Restore Ministries. I hope you'll attend.
Help! I need somebody
You're the only one in your organization who does this work – a lone ranger. Be it fundraising, communications, executive leadership, program manager – you need to talk through this challenge with someone who gets it.
Help! Not just anybody
After combing the internet, you find information. Some of it may be helpful…you're just not sure. The more info you find, the more you time you spend, generates as many questions as it does possible answers. So frustrating!
Help! You know I need someone
Do not hesitate to contact ONEplace. We were created by area foundations and nonprofit leaders to offer direct assistance to nonprofit staff and volunteers. You face a challenge and you need to talk it through, to make sense of it, and to set a reasonable course of action. Don't remain stuck – call (269-553-7899) or email (email@example.com).
P.S. Enjoy this video of the Beatles singing "Help" on British TV.]]>
We envision a day when a critical mass of Resolute-Humble Leaders (i.e., Level 5 Leaders) is spread throughout our area, collaborating to successfully address deeply entrenched community problems. Success is not understood as solving a problem once and for all. Rather, success is a state of continual improvement in which a community admits and addresses their problems in a spirit of hope and unity.
As a catalyst for community success, ONEplace focuses on Leader Development that
ONEplace offers leader development programs for emerging leaders at all levels of your organization. Thanks to the generosity of local foundations, all ONEplace programs are free of charge.
Highly Capable Individual – Available 24/7, ONEpages web-based resources address single topic concerns affecting most nonprofits. Our Video Series also provides convenient, focused instruction on fundraising, communications, governance, and more. For those new concerns or challenges, contact our staff for Direct Assistance with your issue.
Competent Manager – Management Track series address knowledge and skills critical for management success, including: Supervision, Fundraising, Operational Processes, Team Building, Marketing and more. Our Peer Learning Groups bring motivated managers together to learn and grow in a collaborative environment, while deepening their own sense of passion and commitment. For emerging leaders with their sights set on executive leadership, our ONEplace Nonprofit Leader Academy offers a ten-month, intensive course in leading an organization.
Effective Leader – Peer Learning Groups provide a needed space for executive leaders to reconnect and renew themselves in a supportive and collaborative environment. In addition, new CEO's are offered six months of free coaching to help them navigate their personal and organizational transition.
ONEplace also offers LIFEwork Renewal, a self-guided, personal development program open to all that encourages and equips healthier, happier, more productive living. Daily attention to quiet, exercise, diet, and learning, coupled with quarterly day retreat opportunities provide the framework to bring greater focus and energy to one's work and life.
Many of the above elements are in place and a few will continue to roll out this winter. As always, please contact us with any questions.]]>
Devote time to self-care.
The standard excuse of "I'm too busy" is characterized by one presenter as another way of saying, "I'm too lazy." Busy becomes lazy, when we take on too many things outside our core priorities, don't draw healthy boundaries, and do-it-yourself rather than delegate. We put ourselves and our organizations at risk by burning up and burning out to better our organizations and services.
Beth Kanter (The Networked Nonprofit) is working on a new book focusing on "impact without burnout." Faced with dire warnings from her doctor, she changed her habits and not only feels better but is much more productive than when she worked longer hours.
A driven workaholic, Kanter framed self-care as "part of her work" to make spending time on self-care more palatable. As a result, she feels better, "works" fewer hours, is more productive, and produces higher quality work.
Bottom line: If you're healthy and rested, the quantity and quality of your work will improve.]]>
What is one of the most energizing aspects of your job?
Seeing how many different ways there are to help others. Regardless of what position you're in or what organization or institution you're affiliated with, there's always a way to get involved. Whether it's a community member or a top elected official, the one thing they have in common is that all these people are working toward the common good, and everyone has a different approach.
Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
It's not surprising because I still have many more steps to take in my career. The work that I do is directly connected to my upbringing and the community where I'm from. My parents were immigrants and I grew up in predominantly Latino community, so the issue of immigration was all around me. Being raised in a family that showed me the values of respect, honesty, and perseverance led me to pursue an education, even though I didn't know what that meant for my future. But my education, going to Kalamazoo College, only reinforced those values my parents had raised me with. So, post-graduation, I had a job that paid well, but it wasn't what I wanted to be doing. The opportunity to apply for this position at MIRC came up, and I told them frankly in the interview, "I have to be here," that the only reason I had gone to off college was to help people, and I needed to be in this position, and they thought so, too.
What has been one of your most impactful professional experiences?
During the summer of 2011 I had the privilege of interning at the Center for Progressive Leadership in DC. This experience was made possible by the support of the Arcus Center for Social Justice Leadership at Kalamazoo College. During my time in D.C. I was asked to speak about my public school experience at the Capitol. I didn't know it at the time, but I learned that I would be speaking alongside Nancy Pelosi. The event was a Roundtable Meeting on Priorities of Young Americans in Debt Talks organized by Campus Progress. It was a great experience because I was able to speak about the importance of federal monies for public education and the impact education budget cuts can have on underrepresented students and communities.
[Check out Jonathan's talk on Capitol Hill]
Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
There are a few other millennials in my workplace. And I think it's helpful to see them and learn from their experiences. Actually, they're all attorneys and recent law school graduates. And so, I'm able to see the steps they took and the experiences they've gone through, and they serve as examples of what I might do if I choose to go to law school. But also, I learn about their experiences as young professionals who live and work in Kalamazoo.
What do you think is one of the biggest misconceptions about millennials/early career professionals today?
That we're incompetent when it comes to traditional methods of learning and life skills. Specifically, I'm thinking about our dependence on technology which is looked down upon by non-millennials in a way that doesn't allow for millennials to demonstrate the impact our technology and social media skills can have on the work we do. For example, for a long time traditional methods of learning included subjects like math, English, science, and that's it. There was never room for creative expression and the arts. I've come to learn that all that was looked down upon by community members has allowed me to thrive in this line of work. I'm able to think on my feet and improvise. And with regard to technology, I'm able to use that for my own personal growth but also the development and the sustainability of the organization.
What has been one of your most useful professional development experiences? (e.g. trainings, education programs, mentorship, etc.)
A pre-collegiate program I completed through the POSSE Foundation in downtown Los Angeles. The Posse Foundation offers full-tuition scholarship to high school students from with extraordinary academic and leadership potential. Ten Posse scholars are selected for each partner school and all have to go through the pre-collegiate program component so that we are prepared Posse scholars for leadership roles on campus and for the high-level academic expectations of our colleges. The reason why it was really helpful was because I met with nine other young students once a week for half a year to discuss different topics that would potentially come up in college and therefore impact our social life. It was really important to have conversations about religion, sexuality, marriage, race, ethnicity prior to our arrival at a predominantly white institution because those conversations came up, whether it was in the classroom, on our way to a social gathering. That experience was the most important to me because it allowed me to arrive at my own thoughts about things that affected my personal life, so I learned how to voice my thoughts without offending others, and also, I learned how to listen.
What do you get out of living in Kalamazoo that you would not or did not get in Los Angeles?
How big yet small the community is. So for those who want to get in involved, they can, and soon you learn that the more people you know the smaller the community gets. That can be a positive thing for those who are seeking to organize and want to have a positive impact on those who are underrepresented. Coming from Los Angeles where you have hundreds of thousands of people living there, to a county that only has 250,000 residents, puts into perspective the kind of change you can affect. Like when you can actually tell voters, "your vote literally counts." As an organizer, I connect with people on a more personal level than I would elsewhere. So, connecting with people is what I get most out of living in Kalamazoo.
What is the best piece of advice you've received to date, and who gave it to you?
Someone once told me "hang by the letters, not the numbers." And this person told me this when I was 12 years old. The context is: I was born and raised in South Central Los Angeles. The person who told me this had been in jail for several years, and now is in jail again. I had a lot of respect for this individual and his family because they had gone through so many hardships. So, I interpreted this advice to be "you're a young man growing up in this community; don't be so concerned about your age or the money you make. Be concerned about the things you do and what you aspire to." And since that day, I took that personally and haven't allowed numbers or statistics to hold me back from doing the things I want to do.
Which natural talent do you get to use most often in your work?
Interpersonal skills and a lot of improvisation. It's critical for you to be able to think on your feet and read people and engage them in the conversation that you want to have, especially if you want them to listen to you and your ideas.
What's your favorite way to spend your free time?
Photo Credit: instragram.com/jonathanmromero
In an ideal world, I'd love to play soccer. I like playing forward, but as I've grown and matured, defense is a key position on the soccer team. And so, over time, I've played more mid, more defensively. Besides that, I like listening to rap music, like Nas and underground artists like Immortal Technique. I listen to a lot of instrumental rap beats by West Coast producers like Dr. Dre because the music has funk, and nowadays pop culture rap doesn't say many meaningful things. So, soccer and music are my pastimes. Oh, and Instagram: I love taking pictures of nature, wildlife, and travel.
Lastly, how do you take your coffee?
Hang'em High – Put your clean & dirty laundry high on the line for all to see. Transparency is a must and leaders should be the first to admit mistakes and offer second chances.
Stake in the Heart – Plant your stake (i.e., take a stand) aligned with your passion. A misplaced stake will burn you out, and unplanted stakes mean you and your organization stand for nothing.
Firing Squad – Keep the right people on the bus in the right seats and improve or remove those who shouldn't be on the bus. Make the difficult decision and do it compassionately and appropriately – but do it. Not taking action frustrates the people you want to keep and it holds back the operation.
Off with their Heads – Big-headed egos must go! And, the bigger they are, the harder they'll fall. It's not about you (the leader), and it's not even about your organization. It's about your cause and the collective impact you can make aligned with others who share your vision.
Leaders who execute well not only know what to do, they have the fortitude to do it.]]>
Happy Fall! For whatever reason, fall tends to be a busy time for most of us, as new projects and opportunities emerge. The true challenge for me seems to be finding time and energy time to do what I must do, while carrying a heavier load than usual. And by "must" I am including the self-care activities that keep me healthy and grounded.
Here is what I'm trying out:
Setting Boundaries
Since everyone is busy, you may find your colleagues and loved ones asking you for assistance with this or that. If you can help, you should, but saying no is also an option. And, don't let anyone convince you that you're not too busy. We're the best experts on our own limitations.
Replenish Your Energy
I'm learning that working well over 50 hours per week is draining -- and since I have other activities on the weekend, I can't use those days to recharge. Instead, I meditate for 15 minutes in the morning, and I've adopted a bedtime routine that includes journaling. This gives me a place to store any thoughts or worries, so I can get into bed feeling calm and relaxed.
Use an App -- Or Three
My cell phone has shot up in importance because it now keeps me organized. With so many things to think about and remember, I downloaded Google Keep, which holds reminders, notes, and to-do lists on one screen. I also downloaded Stop, Breathe & Think for my morning guided meditations. Finally, I use the Reminders app, which comes pre-loaded on Apple devices, to alert myself daily to drink water. (Hydration, for me, is the key to a clear mind!)
I am having success so far and have yet to hit any major roadblocks. Check back in November for an update on my progress!]]>
Capacity building must focus on people first.
While we may evaluate various structures, experiment with new models, and implement multiple incentives, it all comes down to the ability of individuals to take responsibility, build relationships, and develop their skills. Organizations may provide the encouragement and space for professional development, but it's individual preparation and engagement that makes all the difference.
So, how are you attending to your own professional development?
Another key take-away was the need for each of us to attend to our own self-care. Our second keynote speaker was Beth Kanter (The Networked Nonprofit) whose upcoming book focuses on "impact without burnout." She suggests that self-care is part of our work and calls for us to develop a culture of replenishment in our own lives and organizations. The bottom line is this: If you're not healthy and rested, you cannot be productive.
So, how are you attending to your own self-care?
One final take-away: we have the unusual opportunity to access programs and resources to assist in our development, year-round, free-of-charge, at ONEplace. The foresight and commitment of our funding community to create such a center opens avenues that the vast majority of our nonprofit colleagues lack.
So, take the lead in your professional development and self-care. Not sure where to start, ONEplace can help with that too.
What is your next step?
KISS allows people to bring order to their own particular style of chaos.
Let's face it: people are messed up – and I mean that in a nice way. That is, people bring their own messiness to your website, your program, your service, your doorstep. There's no way to anticipate all the various recipes of messiness that get served to your organization by patrons, volunteers, et al. So, what do we do?
We keep it simple.
Not only does the simplicity of our process serve the patron's need, it makes for happier staff and more willing volunteers. Sure, there will be plenty of exceptions, so let them be exceptions. Keep the normal simple.
This goes for organizational branding as well.
A recent article in Entrepreneur spotlights the importance of simplifying one's personal and organizational branding. Consultant Steve Tobak advises us to "keep it simple" and cites Apple and Mercedes as examples. Both keep their names attached to their products: the Mercedes SL-500 or the Apple Watch that you saw on Apple TV and purchased using Apple Pay.
How are you bringing complexity and confusion to processes or communications?
Ask someone who doesn't know your organization to look over your website, marketing, and services. Simplifying the first steps, the introductory brochures, the homepage, the elevator speech and other gateways to your brand and services will not only make life easier, it will make everyone happier.
The year-end fundraiser is still king.
Virtually every organization does some type of fundraising in November and December. Gratitude and giving are in the air, donors get a last chance at tax deductions, and many have developed a habit of donating at year's end. Whatever the reason, it's an extremely important time for nonprofits that depend on donor contributions.
ONEplace offers programs to help you plan, prepare and deliver a successful fundraising campaign. First, this week's video is Year-End Fundraising Campaign by Big Duck, a New York communications firm that works exclusively with nonprofits.
Next, in mid-October, our video series brings you Giving Tuesday Success by nonprofit social media guru, Beth Kanter. This will encourage you to have your Giving Tuesday in place and ready to go for raising big money on December 1.
Finally, our Fundraising Series returns, beginning October 29. Michelle Karpinski (Pretty Lake Camp) partners with ONEplace to bring you three workshops designed to help you make this year's campaign the best ever. They include:
Planning your Year-End Campaign – Oct 29
Donor Communications – Cut thru the Noise – Nov 5
Donor Recognition – Keep 'em Coming Back – Nov 12
Your time is valuable. Let these video and workshop opportunities ensure that you spend the needed time focusing and refining your campaign. You'll save time – and raise more money – in the long run.
Tell us how you got to where you are today (positions held, career shifts, etc)
There were many shifts that led me to where I am today, but the primary shift was leaving Chicago and relocating to Kalamazoo. In Chicago I began my career as a French and English teacher. From there I transitioned to positions in career services and cooperative education. My last position before leaving Chicago was teaching college English Composition and Research Writing.
After coming to Kalamazoo, I began part-time at Kalamazoo Valley Museum and remained there for 12 years in the Education and Programs area, where I coordinated science and history programs. That was where my interest in regional African American history was sparked. In 2003 I founded the Southwest Michigan Black Heritage Society, along with Dr. and Mrs. Romeo Phillips, Harold Bulger, and Horace Bulger. I served as president of the Society through 2010. After retiring from the Museum, I later transitioned to serving as Executive Director of the Society.
What do you most love about the Kalamazoo community?
I love the openness and friendliness of the people in the community and their spirit of service.
What guides or principles do you rely most upon?
I like to maintain focus, to complete what I start, and to stay true to my word.
Who was one of your mentors and what do you carry with you from that relationship?
I can't identify any one mentor. I learn from everyone with whom I interact and let their best qualities serve as a guide to my own behavior.
What has been one of your biggest learning moments?
My biggest learning moment was realizing that I do my best work when I'm following my passion.
What's an average day like for you at work?
Because I'm primarily a volunteer at what I do and I don't have set hours, my days are always different, which is the thing I like most. However, almost all of them involve at least one meeting.
What are the types of challenges/opportunities that keep you up at night?
When we are planning a specific project or program, I find myself getting my best ideas in the wee hours of the morning.
How do you stay up-to-date on latest trends in your field?
I serve on several boards of history-based organizations.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector
Make sure you are making the decision to enter the field because what you are going to do enables you to follow your passion or your life purpose, not because you think it will make you rich.
What do you like to do in your spare time?
Believe it or not, I spend some spare time on my work which allows me to do the things I enjoy most - expressing myself through speaking and writing, planning and organizing, researching history, interacting with others. The only other thing I do as much is read. I also enjoy classical music, theater, dancing, and interior decorating.]]>
In Session Two, Communicating for Results, Paul touched on conflict resolution and presented a five-step process for addressing conflicts of emotion or perception. They include:
1. Acknowledge the Conflict: Naming the conflict and acknowledging that it exists must occur before both parties seek to resolve it. Often, each party is waiting for the other to deal with it (most often, subordinate waiting on the boss). The fact is, one party must make the first overture, so why not you.
2. Clarify the Conflict: All of us want to appear as rational, thoughtful people, so we're good at rationalizing our behaviors. As we ask clarifying questions (e.g., "Good point – say more about that") it's often helpful to list information on a white board. This helps objectify the situation, letting everyone take ownership of the full situation. In this step, it's crucial to listen well and reflect the other person's emotions back to them to get all information out on the table.
3. Identify Alternatives: Having reduced the tension, we now can enter into problem solving with the other person. Listen to other person without making judgments or rushing to closure. Set out your statements briefly and fairly, but don't hold back any information. If each of us saw the situation from the other's perspective, there likely wouldn't have been a conflict. From this base, we can generate ideas, suggestions, and options for moving forward.
4. Agree on Actions: In this step, we work out a mutually agreeable solution. Commonly there's an amount of give and take but not always. If, at this point, both have reached a common understanding of the problem, then it's easier to move to a common commitment to the best solution – regardless of whose idea it is. The key is that all parties agree. To paraphrase Stephen Covey, "If it's not win-win, I don't want to play."
5. Summarize Next Steps: Once you have a solution, the final step is pretty simple. Set forth the steps necessary and an accountability system (who will do what by when). Document these steps and their timeline, and then be sure to check in to ensure that all is on course. Hold each other accountable, while allowing some grace as needed. Resolving the conflict and improving the relationship are the goals, so keep the focus there.
You'll find more great information in Paul's book, The 8 Essential Skills for Supervisors & Managers. Now in its second edition and available at the Kalamazoo Public Library or at Amazon.]]>
The Academy offers leader development in a reflective environment. Each session is a full day-away at an area retreat center. Morning hours include interactive discussion and instruction on topics critical to nonprofit success, such as governance, ethics, fundraising, finances, and supervision. In the afternoon, we process and apply the information to our current and perceived future work environments.
Threading itself throughout the Academy is a focus on self-understanding and self-development. Leaders not only need the knowledge and skills to do the job, they also need the fortitude, resilience, and chutzpah to get the job done. So, we spend time on self-awareness – examining our strengths and barriers to doing what needs to be done. Each participant develops an action plan for the time of the Academy as well as another action plan for the months immediately following the Academy.
As preparation and follow-up to an Academy experience, ONEplace offers Management Track workshops, Peer Learning Groups, and other events. Leaders are lifelong learners. They continually attend to keeping up-to-date with information as well as developing the skills and wisdom necessary to envision, inspire, and encourage.
For more on the 2016 Academy, visit our website. Applications are due Friday, November 13.]]>
Photo credit: Anne Canavati/Michigan Immigrant Rights Center
I was present for the afternoon sessions, which provided an in-depth look at the processes and specific steps an organization can take to implement inclusive programs. Much of the information was completely new to me, and in some instances, surprising. Below I have highlighted some of what I thought I knew about a particular topic, and what I learned.
The Power of Arts & Culture to Unite Communities
What I thought…
Holding multicultural events that reflect the different populations in a multiethnic community is the best strategy to get the largest number of residents to attend.
...And what I learned
In the experience of the Celebrating Southwest Concert Series, the event marketed as "multicultural" garnered the lowest attendance, versus previous concerts that highlighted music from specific ethnic groups. As one audience member pointed out, perhaps the residents did not "see" themselves in the term "multicultural."
All About Local ID Programs
What I thought…
Municipalities will not support the creation of an official local identification card because institutions (i.e. schools, police) may fear fraudulent use, or may not want undocumented immigrants to have an ID card.
...And what I learned
Washtenaw County has had great success with their local ID card. The card is considered a government-issued ID, and most institutions have gladly accepted it in place of a State ID or a driver's license, which many populations cannot easily access.
Ensuring Language Access
What I thought…
Using a translation phone service might be the best solution if a translator is not available in person.
…And what I learned
According to Ruth Stenfors of the Elder Refugee Program in Grand Rapids, if you're working with a community that speaks a rare or uncommon language, many translation services may not have an interpreter that can help. Or the interpreter may speak what non-speakers consider to be the same language, but the dialects are so vastly different that the client and interpreter can barely understand each other.
Obviously there are many challenges associated with implementing inclusive programs and services, but the successes are that much more impactful. There is no question in my mind that making inclusion a priority is worthwhile. What better way to welcome new immigrants than to ensure they have equal access to everything a community might offer?]]>
Academy information and applications now available here.
Information sessions (not required) are scheduled for:
Applications are due at 5:00 pm on Friday, November 13
Sometimes we're our own worst enemy in helping our audience connect with our organization. We get concerned with being unique or innovative and we miss the fundamentals.
As you prepare your communications, here is a checklist to promote connection:
Be donor-centered. People connect with people who are interested in them and share a common cause. If you only talk about your organization, it's a sure turn-off.
Clarify your target audience. Sure, you want anyone and everyone to donate, but if all are invited then no one is welcomed. Identify the group(s) that value you most, understand their challenges and goals, and target the appeal to them. Have two or three versions if necessary to target different groups.
Evoke emotion. At the heart of connection is emotion. The images, stories, and language you use should evoke the emotion that's right for the situation. Remember, people won't remember what you said, they'll remember how you made them feel.
Take a stand. How does your organization's compelling mission make a difference right now? Put your position out there and demonstrate that you're not just another good thing to have around but a leading player in positive change.
Engage your audience. How are you connecting directly with your target audience(s) beyond the emails and appeals? Finding ways to listen to and speak with your audience – especially key influencers – geometrically increase the effectiveness of the ask.
Finally, be patient. I know that you need money now. You'll also need money three years from now and five years from now. Building a loyal donor base takes time, so do yourself a favor and keep an eye on the long-term development of your donor base while caring for short-term needs.
For many of us, our work moves in cycles. We just finished what we do in summer, and now it's fall. After the holidays, we'll do our winter stuff, and then there's April and May…sheesh! As we cycle in and out of seasons, we have the opportunity to improve our systems and individual performance.
This is why ONEplace offers Management Track workshop series. These series address skills and processes fundamental to nonprofit management. They also provide opportunities to develop, hone, and refine our individual skills while offering teams opportunities to learn skills together (which improves application and retention).
Recognizing that scheduling is often the barrier to attending professional development events, we're scheduling more in advance than ever before. Here's our Management Track schedule for this fall.
Supervision & Management Series – five sessions beginning Sep 14 (more)
Fundraising Series – three sessions beginning Oct 29 (more)
Operations Series – three sessions beginning Nov 2 (more)
Good leaders continually learn new things as well as refine and deepen that which is already known. They travel a track that doesn't go in circles; rather, it spirals to ever-deeper understanding.
Supervision & Management Series
Paul Knudstrup's (Midwest Consulting Group) popular series returns with two sections – Monday (A) and Thursday (B).
(A) Sept 14 Job of the Manager – Managing Yourself - 9:15 am-12 pm
(B) Sept 17
(A) Sept 21 Communicating for Results - 9:15 am-12 pm
(B) Sept 24
(A) Sept 28 Building Relationships – Managing Others - 9:15 am-12 pm
(B) Oct 1
(A) Oct 5 Managing Change & Making Effective Decisions - 9:15 am–12 pm
(B) Oct 8
(A) Oct 12 Leading & Empowering – Growing Yourself - 9:15 am-12 pm
(B) Oct 15
Fundraising Series
Michelle Karpinski (Pretty Lake Camp) teams with ONEplace to provide needed information & guidance for a successful year-end campaign.
Oct 29 Planning Your Year-End Campaign - 11:00 am – 12:30 pm
Nov 5 Donor Communications: Cut thru the Noise - 11:00 am – 12:30 pm
Nov 12 Donor Recognition: Keep'em Coming Back - 11:00 am – 12:30 pm
Operations Series
Thom Andrews (ONEplace Director) provides three processes to transform your organizations practices and internal communications.
Nov 2 Project Management - 9:15 am – 12:00 pm
Nov 9 Decision Making - 9:15 am – 12:00 pm
Nov 16 Problem Solving - 9:15 am – 12:00 pm]]>
After all the listening, discussing, researching, mulling, testing, debating, and refining, we eventually set forth an innovative insight, a compelling vision, or a strategic direction that must be shared. That's why leaders speak.
To champion a cause or idea, to cast a vision, or to inspire action, leaders speak. They speak in staff meetings and board meetings, in small conversations and informal settings, to volunteer auxiliaries and service clubs. Leaders are often called upon to speak. But, here's the rub:
If you're not inspired by your message, you will not inspire others.
How do you know if you're inspired? First, you're absorbed in your topic. "When you're passionate about your topic – obsessively so – the energy and enthusiasm you display will rub off on your listeners," (Talk Like TED).
You also know your topic – inside and out. You've worked through the complexities and arrived at the simplicity beyond the complexity. You can state your core message clearly and succinctly (e.g., it fits in a Tweet) while understanding its depth and nuance. You know your stuff, so you easily tailor your message to a variety of audiences using stories and examples relevant to their specific situations.
Finally, you're continually learning and refining – never tiring of the message. If you're inspired by your message, then every time you speak on the topic or engage a discussion, you're stoked by what you've learned and you strengthen your resolve.
Leaders speak. Great leaders speak well, and they motivate themselves and others into action.
Of course, as in most areas of leadership, it takes work – continual improvement. As Darwin Smith, former CEO of Kimberly-Clark said, "I never stopped trying to become qualified for the job."]]>
This quote from the Leadership Challenge (now in its 5th edition) names what's at the core of our leader development efforts. Each of us brings all of who we are to every situation. While some aspects may be on the front burner and others more near the back, every pot is on the stove. If a back burner pot boils over, it impacts the entire stove top.
While skill development and content knowledge play a critical role in leadership, self-development occupies at least 50% of the pie chart. Skills and knowledge must be continually developed. Yet, self-development provides the fortitude, resilience and chutzpah to put the skills and knowledge into use.
By identifying our strengths, acknowledging our deficits, engaging our passions, and facing our fears, we find the courage to take a position, admit our mistakes, and initiate the tough conversation. We allow ourselves to be vulnerable because we've developed the interior stability and wisdom to take it.
At ONEplace we've been providing skill development and knowledge building workshops and series. This fall, we're taking the next big step and implementing programs that directly address self-development.
Peer Learning Groups
Groups meet monthly for 90 minutes over an eight-month period (Sept – April). At each session, you focus, without distraction, on what matters to you: your values and vision, your challenges and fears. You'll gain greater access to your own wisdom. You'll connect with others who listen to and encourage each other, and honor each other's differences. (more)
This self-guided program recognizes that we bring all of who we are to every situation. LIFEwork draws together easy-to-understand concepts and intuitive practices so you can focus your energy on the single challenge of developing new, healthier habits. Support is offered (not required) through social media connections and quarterly day-long retreats. (more)
Like the famed tortoise, progress is achieved in small, slow steps over a long period of time. It requires commitment because it's more a lifestyle than a program. ONEplace is here to encourage and equip you on this path.]]>
Sojn Boothroyd and Amanda Niven reminded us that vocabulary is contextual. Different terms carry different meanings across geographical and generational cultures. That being said, they provided definitions and descriptions for terms used in the workshop:
Trans – abbreviation for transgender
Trans* - an asterisk is sometimes added to the word trans to signify that trans communities are diverse and include many different identities
Transgender – someone who does not identify with the gender assigned to them
CIS gender – someone who identifies with the gender assigned to them
Gender non-conforming – someone whose appearance/identity does not conform to societal standards
Genderqueer – sometimes used to describe someone who defines their gender outside the constructs of male and female. This can include having no gender, being androgynous or having elements of multiple genders.
Nonbinary – someone who identifies outside the gender binary (i.e., male – female)
They cautioned the group that these terms are emerging and there are various viewpoints on their definitions and usage. We should not assume that one person's words, identity, and definition apply to others. If you are unsure, then ask and be ready to listen.
Finally, we explored the concept of allyship. An ally is a person who helps to advocate for a particular group of people. Allies are knowledgeable about issues and concerns and may help build more supportive climates. They lead from the back, continually questioning themselves and learning as well as taking action to make their workplaces more welcoming.]]>
Tell us how you got to where you are today
I've had a zig-zaggy career path with 30-40 jobs. So, in broad strokes, I received my bachelor's degree in general studies from a small Iowa college and took a job in the aerospace industry doing quality assurance among other things. I eventually took a job with NWL – that brought me to Kalamazoo. While working there, I got a master's degree in public administration and learned database programming. I later took a job with Secant and was working there when the Kalamazoo Promise job opened up. I believe that my background in databases, process improvement, plus my volunteer work with ISAAC and community organizing made me a good fit for the position, and I got it. So, while it's been a winding and even somewhat tortured, route, it's all come together to lead me here today.
What do you most love about the Kalamazoo community?
I arrived in Kalamazoo almost 30 years ago (January 1986). Having grown up in a small town (population 175), I love the small town feel of Kalamazoo – friendly, people know each other. I also like some of the big city attributes it has as well. I love that it's a diverse community, and the location can't be beat – so close to Lake Michigan, Detroit, and Chicago.
What guides or principles do you rely most upon?
I have two things I rely upon. First is the ability to listen. The older I get, the more I see the ability to listen well as an extremely powerful tool in relationship building, in understanding systems and processes, and in getting to the core of people's needs. The second is to treat every person as a unique individual. We have about 1,400 Promise students in college, so I work with a lot of students and parents. I want to respect each one and attend to their unique situation. These are constant reminders for me. Third (I just thought of a third) is to understand what is really at the core of the organization that you're working for. At the Kalamazoo Promise, the core mission is student success. If I stay focused on the core mission, it helps with decision making and with keeping all efforts on track.
Who was one of your mentors and what do you carry with you from that relationship?
I've had a bunch of mentors. Marianne Houston was one. She taught me the power and importance of deep listening. Many were college professors. The overall theme that I take from them is to have the self-confidence to do the job as I see it. It's having confidence in myself that, if my understanding is clear and focused on the mission, then I can trust my instincts and move forward. Another take away from them is that no job is a small job. Each job deserves my very best effort.
What has been one of your biggest learning moments?
One big learning moment was the first time I was fired. It taught me that I'm replaceable. I know that this is true of every one in every job – it's true of me today in my current job. Eventually, someone else will do this job. What this understanding does for me is to help me be less self-righteous and to not take myself too seriously.
What's an average day like for you at work?
On an average day I talk with several students and parents as well as attend to other calls and emails. I'll have a couple of meetings. Then, there's always some project to squeeze in between the regularly scheduled work.
What are the types of challenges/opportunities that keep you up at night?
My greatest challenge is the sheer number of students in our program – over 5,000 who are eligible for the Kalamazoo Promise. Again, my desire is to treat and respect each one as a unique individual, so I'm kept up by the need to keep up with workload. Another great challenge is how we, as a community, can address the disparity of success among minority students and to get more kids through high school and using the Kalamazoo Promise. Currently, I'm challenged in putting together our 10-year report.
How do you stay up-to-date on latest trends in your field?
Trends within the Promise field? It's a pretty unique organization. That being said, I interact with people at colleges and universities to keep up on how to best facilitate student success. That's our core. Yet, the Kalamazoo Promise is unique. What's clear is that it's a scholarship. Yet, the overall success depends upon the community's citizens and organizations to help our students prepare for college…prepare to be successful. It's something we can only do together. My hope is that the community is a bit sleepless about this, too.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
Success in the nonprofit field is very similar to success in any field. Identify your passion and then be open to opportunities that will allow you to pursue that passion. It's more about awareness than anything – self-awareness and opportunity awareness. I often tell students, "Don't worry about your first job. Just get out there and see what doors open along the way. If you want to serve people, then start serving them and see where that takes you."
What hobbies or outside interests do you enjoy?
I love the outdoors – the beach, mountains, ocean. I like being in "reasonably remote" areas (access is important). I enjoy riding my bike and writing poetry. I also enjoy spending time with family and friends.]]>
The 90-minute event features four brief (5-10') talks highlighting their innovative efforts to serve and build the greater Kalamazoo community. A reception for enjoying conversation and locally-sourced food follows the talks.
The August 26 event will hear from four innovative efforts:
Children's expression takes many forms and Read and Write Kalamazoo describes how their empathy centers provide a variety of opportunities for children to authentically express themselves. Utilizing small groups and collaborative adult interaction, they develop a culture where voice, perspective, and identity are valued.
Can Kalamazoo become the most physically fit community of its size in the nation? On the Move Kalamazoo believes it can. They will describe common barriers to movement, specific barriers in Kalamazoo, and their vision for getting us fit.
What does it mean to "be from Kalamazoo?" Remi Harrington of the Urban Folk Art Exploratory shares her fascinating story and will inspire all to seek what you need from our amazing community and claim Kalamazoo as your hometown.
When we talk of education, we rarely talk of educating the parents…as teachers of their children. Seeds for Success, a local affiliate of Parents as Teachers, describes how they collaborate with five area agencies to give kids – and parents – a better chance for success.
Quarterly KICtalk events are open and free to the public. To register, visit www.kpl.gov/ONEplace]]>
The other day I asked Siri:
How do I supervise staff?...she gave me several helpful websites
How do I plan a fundraising campaign?...she gave me several helpful websites
What are best practices for nonprofits on social media?...she gave me several helpful websites
Then, I asked Siri:
Why do I behave the way that I do?...she said, "I don't know. Frankly, I've wondered that myself"
According to Mario Morino (Venture Philanthropy),
"...our problem is not a shortage of ideas, models, knowing what works, or best practices. Instead, it is our failure to execute, deliver what we promise, and convert concepts to sustainable reality."
As we take the lead in our various areas of control and spheres of influence, we must develop the fortitude, resilience, and chutzpah to plant our stake in the ground, hold the tough conversation, and get up when knocked down.
Peer Learning Groups (PLGs) embrace the understanding "…that leadership development is ultimately self-development." It's not a series of workshops. It's a safe space for building self-awareness and attending to your own concerns and development within a supportive, collegial environment.
PLGs meet monthly for 90 minutes over an eight-month period (Sept – April). At each session, you focus, without distraction, on what matters to you: your values and vision, your challenges and fears. You'll gain greater access to your own wisdom. You'll connect with others who listen to and encourage each other, and honor each other's differences.
During each session we will
We utilize the Courage to Lead approach developed by the Center for Courage and Renewal (find out more).
We have four initial sessions. Sign up for the one that best fits your situation. Subsequent meeting times may be adjusted. So, if you're interested but cannot make the first meeting, please register and then email me (firstname.lastname@example.com) to let me know of your conflict.
And that might sound hyperbolic (hyperbole is definitely a millennial thing!), but many of us don't have access to the typical stops along a career path. Specifically, post-secondary education is expensive (note: I love the Kalamazoo Promise!) and competition is stiff for top positions. These are some of the well-known barriers, never mind if you're living in poverty, or have chronic health problems. For all these reasons and more, many of us take jobs that aren't exactly what we want to do--or even in the right field--out of convenience or fear of unemployment.
So, how does one find a route to the perfect position? Especially if you don't know what that is? That's still something I'm trying to figure out. But here are my thoughts so far.
1. Mentorship. Youth advocate Marian Wright Edelman famously said "you can't be what you can't see." So, find experienced professionals in a field of your interest -- through affinity groups or alumni networks--and form a relationship. They can provide insight into jobs that require your skillset, and connect you to more veteran professionals.
2. Re-Define Success...For Now. Regardless of what the job market and graduate school price tags look like in ten years, preparing for the job you want should be a continuous process. If that means adjusting your expectations to a lower salary, or accepting less paid time off than you expected, those are reasonable adjustments to make.
3. Gratitude. We're surrounded by images that tout success, because that's a well-worn angle for social and news media. Rather than feeding career anxiety with what you don't have, take time to list your professional achievements. It alleviates that tunnel vision that makes you only aware of what's ahead.
There isn't a week that goes by that I don't read something or speak to someone who makes me re-think how to approach my future. I'm taking that as a good sign. My rationale: being flexible in thought will ideally translate to nimble acrobatics that land me in a fulfilling career.]]>
How long is your long-term?
I recently finished a book that addressed one's development in terms of five-year, even ten-year chunks. Imagine what you could accomplish if you approached your career and self-development in terms of ten-year chunks?
This goes beyond the job. Even if you're approaching retirement, there are things you wish to do, contributions you wish to make, in your 60's and 70's. Of course, if you're younger, it may be a stimulating exercise to imagine your life and career ten, fifteen or twenty years from now.
Why so long? It takes time to sink deep roots.
Whatever motivates you, gets you up in the morning, and pulls you through your day – plant yourself there. Learn about it and let tendrils of inquiry and understanding extend into the rich soil, in all directions, at all angles. Find others who share your interest and challenge each other's assumptions.
Before long, you'll find that what started as an isolated inquiry has turned into a complex network of interconnections. As you examine it, you'll see how to craft it, deepen it, and make it your own.
This community needs what you have to offer.
It only takes a few years…and it's exhilarating!
Leaders keep learning.
An article in the recent McKinsey Quarterly reminded me of a fascinating, yet disturbing aspect of learning: neuroplasticity. It fascinates me because, thanks to fMRI's and other imaging techniques, we're being flooded with new insights and knowledge. It disturbs me because, like many of you, I continue to draw upon concepts of the hardwired brain, left-brain/right-brain preferences, and the fine art of multitasking – all which have been debunked.
Neuroplasticity – the brain's ability to change its physical structure and functional organization – changed the game.
We now know that the brain rewires itself (makes new neural connections) when we learn new things. This happens at any age. We also know that everyone utilizes both sides of their brains without strict preferences and, in fact, the brain is more active than we previously thought. Further, calming practices (such as mindfulness or meditation) actually generate more brain matter in the executive functioning areas of the brain giving us a greater capacity for complex thinking. Again, this happens at any age.
Recent brain research offers us more and more insights into brain functioning, learning capacity, and so much more. Furthermore, it's giving us direction in what we can do to keep our minds sharp and nimble (e.g., See Ten Habits of Highly Effective Brains).
All this reminds me of a humbling and challenging notion: knowledge is dynamic.
Facts change. Theories come and go. Best practices become past practices. And radical notions end up being mainstream. The world, with all its varied and wonderful parts, keeps changing. And the good news is: your brain can handle it.
P.S. Keep up on brain research and effective brain building practices at SharpBrains.com]]>
1. What is one of the most energizing aspects of your job?
Mentoring the youth that we work with and watching them progress as they write down their stories and produce a piece of poetry or a story or a song that they can be proud of. So, the growing process.
2. Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
I believe that travelling from the north, Michigan, to the south, Texas, as a child really opened my eyes and allowed me to connect with more diverse people because I was constantly going through culture shock. And, I believe the painful and traumatic experiences I went through growing up allow me to connect with the youth on a very honest and deep level. Through learning my own way of using writing as healing, I'm able to teach other people how to do that.
3. What has been one of your most impactful professional experiences?
On May 1 we had a show at Chenery where we brought out a few of the youth we work with. I performed as well, and the piece I performed was about the impact my mother's drug addiction had on my life. The reason it was so impactful was because of the steps I took leading up to that day, like the talks that I had with my mother and processing myself through that pain. Being able to share an honest experience with the people that were there was really impactful.
[View Jess's performance on Youtube]
4. Are there many early career professionals in your workplace? Does that make your job more challenging/simpler?
There are three of us in the office, myself and the co-founders. The two co-founders of Speak It Forward started this organization when they were much older than I am now – they were in their mid-twenties, and I'm 20 now. So, in some ways that makes it easier because they've gone through what I'm going through, and in some ways it makes it difficult because it's harder for me to connect with them in the space that they're in now, which is [that of] professionals.
5. What do you think is one of the biggest misconceptions about millennials/early career professionals today?
People feel that we don't have enough experience to do what we're doing, and specifically in my area [of poetry]. It's not about how long you've gone to school or how many years you've written poetry. It's about the life experiences you've gone through and your personal self-growth. Sometimes I feel like I have to explain myself or justify why I'm in this position.
6. What has been one of your most useful professional development experiences? (e.g. trainings, education programs, mentorship, etc.)
Mentorship. As I grow as a person I grow as a professional, and to just have mentors-- the people that I work with and people on our Board [of Directors]--that want to help guide me through life and help me grow through what I'm going through has been really helpful. Not only am I learning from them but I'm learning from myself. And then I can help teach the youth. So it's an ongoing learning process.
7. What do you most love about the Kalamazoo community?
The collaboration between organizations. You meet so many people that have [worked between] organizations. Like Yolanda [Lavender] from the Black Arts & Cultural Center: I met her as an artist and now she's grown into her position as Executive Director. And through my work at the Resource Center, we brought the youth to the Black Arts and Cultural Center. The Kalamazoo Community Foundation and all the wonderful things they're doing…and Communities in Schools is doing a lot of really great things. So, the potential for collaboration and the way organizations link up to offer their services to the community is really awesome to see.
8. What is the best piece of advice you've received to date, and who gave it to you?
It was a question, and the question is: if the world were going to end tomorrow, what are the things that you would do today, and what's stopping you from doing it today? That came from one of my co-workers and mentors, Gabriel Giron. I received it right before our show in May. To me it just means being honest and genuine and kind, today. Those are the things that I would do. It creates awareness.
9. Which natural talent do you get to use most often in your work?
I have two. [First], making connections with people has always been something that happened naturally. So that could be the people we work with, or the youth, or even in my day-to-day life. I've also been a really strong writer, and that's definitely something I use often because we use spoken word poetry as a tool.
10. What's your favorite way to spend your free time?
Listening to music and singing the music, and playing all the instruments in the song all at once. I'm a really great air musician, if that makes sense. I can make it seem like I can play instruments. We have this room in our office, and we have a mic stand. Sometimes when I need a mental break from work, I'll go into the room and set up the mic stand and listen to music and pretend to perform.
11. Lastly, how do you take your coffee?
I like coffee that doesn't taste like coffee. I take it with two creamers, two sugars. You can't go wrong with French vanilla creamer.]]>
Each of us takes the lead at some time. We take the lead in our own lives. Many of us take the lead in our household. At work, we take the lead in the role we're given to play.
At ONEplace, we define leadership as
Our Peer Learning Program provides a disciplined, intensive approach to leader development for managers, supervisors, and directors. It's also perfect for executive leaders of small organizations.
The Peer Learning Group design helps you become more attuned to your strengths and challenges, engage your own insights and wisdom, build a network of supportive connections, and develop coaching skills. It requires commitment, and it delivers much more.
How it works
Peer Learning Groups meet for eight monthly sessions from September through April. The facilitator guides and participates in each session.
The basic 90' session agenda includes a brief introduction to the day's topic, time to explore the topic on your own, focused discussion in pairs, and a full group discussion and resource-sharing. Learning occurs as each participant pursues their own path to effective performance and job satisfaction. Together, we create a welcoming and open space to work on our own leadership issues within the supportive context of colleagues who are doing the same thing.
Within the discussions, we listen carefully and engage our curiosity, imagination, and inspiration through asking open, honest questions. The questions create space for a substantial conversation that doesn't judge or try to fix but allows each person to find what they need within a confidential environment.
Groups start in September and space is limited. For more information, attend one of our information sessions on Thursday, August 13 or Tuesday, August 18, or contact the ONEplace Director at email@example.com.]]>
Our first thought of accessible content often goes to print – large print or braille. Surprisingly, only 7% of those who are blind or low-vision know braille, so they recommended not running out and getting braille versions of your print materials until you know the need. Also, while "large print" is often defined as 18 point font, it's good to ask the person requesting accommodation what size font they need.
In fact, asking the person requesting accommodation what would work best for them is often a good idea. For example, while some who identify as blind would like large print, others may prefer electronic versions to use with screen readers.
When working with print, Dale made several basic suggestions: use plain san serif fonts, ensure high contrast of print to background (best is black and white), use color to highlight rather than to communicate importance, and avoid busy backgrounds.
Michele and Dale offered other suggestions relative to print as well as website development, social media, slide presentations, and video captioning. They encouraged organizations to take first or next steps toward inclusion. Include statements such as, "This document is available in alternative format upon request" or "To request an accommodation, contact ___ at ___." Just be sure you can deliver on what you promise.
Their bottom line was to move toward inclusion, do your best, and learn from your mistakes.
Creating Accessible Content was the first of three workshops in our Inclusion Series. Additional workshops include Immigration 101 on August 5 and Trans*, Gender Non-Conforming, and Genderqueer: A Workshop for Allies on August 12.]]>
Becoming great is a long-term venture.
He gave other, business-related examples: Gillette, Nucor, Pitney Bowes, and others. While the press and public hailed them as upstarts and newcomers that burst on to the scene, each company's "overnight success" had taken years to build: focused, slow, and methodical.
In contrast, the comparison companies (that faced the same circumstances but failed to transition to a great company) looked to the next big thing to save the day: the next merger, the next new product, or the next major initiative. As a result, most bounced from one thing to the next, never committing long enough to sink deep roots into their market.
There simply is no short cut to great:
Focused, slow, and methodical – sinking deep roots that will hold the organization in place through high winds and fierce storms; Deep roots that will allow the organization to branch out and sustain new initiatives that are anchored to the core purpose; Deep roots that spread into the underpinnings of the community, contributing to a diverse ecosystem of success.
So, where is your organization headed? You may or may not have a clear, guiding mission or vision. You may or may not have a useful strategic plan. Regardless of what tools you use, you need to know where you're headed so that each small step builds on the last and prepares for the next.
The tortoise wins the race every time.
I was right. That night I attended a training at Arcus Center for Social Justice Leadership called Trans*, Genderqueer, & Gender Non-Conforming: A Workshop for Allies. In just over three hours I and about 50 others (primarily Kalamazoo College students) participated in a variety of interactive activities and discussions. Two hours into the training, several people of different gender identities spoke about aspects of their identity and experience, and that's when the transformative piece clicked. The participants engaged in a radical act: listening. We embodied allyship by giving attention and time to community members who rarely have a platform to be heard.
That act, just listening, might be the right first step. When working with issues around which there is little widely-available, trustworthy information, I think this is the best approach to learning. Implementation is critical, but can nonprofits be expected to make thoughtful, studied practical decisions without first listening?
Join us at ONEplace for our new Inclusion Series, which focuses on how nonprofits can make our workplaces and services more inclusive. There will be plenty of opportunities for listening. Creating Accessible Content will kick-off the series on July 21. Immigration 101 is August 5, and Trans*, Gender Non-Conforming, & Genderqueer: A Workshop for Allies will take place August 12.]]>
they are extremely generous people.
Board members give – hugely – of their time, talent, and treasure. Their passion and commitment fill the room with a palpable spirit. When I ask, "What do you love about your organization?" each person beams as they given genuine expression to that spirit. It's a pleasure to behold.
The same may be said for our area's executive directors (EDs) as well. With the weight of the organization on their shoulders, EDs give richly of themselves at every turn. To hear one speak openly of their concern and commitment stirs the heart, and to gain insight into the myriad of things they do behind the scenes inspires the soul.
So, it's painful to see how disconnects between Boards and EDs can rattle an organization.
Everyone plays a part. According to BridgeSpan, BoardSource, and other references, Boards carry the responsibility to "support and evaluate the executive director," and EDs carry the responsibility to "develop, maintain, and support" the board. When communication fails, that mutual support often shatters into shards of shaky accusations and puzzled disbelief.
All parties end up hurt and disillusioned. It's very sad.
If you're feeling even an inkling of this disconnect, then have a meeting and name it. Take the lead and set intentional steps to improve communication. Don't wait for someone else to act. As seen above, if you're an ED or a board member, it's your responsibility.
Not sure how to start? Feeling stuck? Please contact ONEplace before it goes any further. Each day that a problem isn't addressed adds another degree of difficulty to implementing a solution.
Take the lead. Make the call. It's the generous thing to do.
"One nation...indivisible"
We say it in the Pledge of Allegiance as both an aspiration and recognition that, once the debate is done, the votes are tallied, and the commitments are made, we act as one. On the world stage, there is only one USA voice.
This understanding is scalable, too.
It's true for states, cities, neighborhoods, organizations, boards, senior management teams, departments, and even individuals. Each may puzzle out its myriad of daily routines, acute concerns and seasonal celebrations. Internal debates may rage on, but the entity acts as one.
Leaders know this.
Leaders occupy seats both in the balcony and on the stage, observing the forest and navigating amongst the trees. They know this about their organizations: presenting unified services to the public while dismantling silos in-house. They know this about their boards and leadership teams: encouraging stakeholders with a focused message while mining productive conflict and encouraging debate inside the conference room.
They also know this about themselves.
Leaders in any position recognize that we bring all of who we are to every situation. We may separate and compartmentalize our activities, behaviors, concerns, et al to analyze and understand them. Yet, on the ground, where life is lived, we must acknowledge and manage the swirling, indivisible mix of thoughts, emotions, and behaviors; choose our path; and move forward. We may understand things in categories, but we function as one.
One nation (one city, one organization, one board, one person), indivisible: it's how we want it, and it's how it is.
It was a moment for me.
As we entered our time together on Wednesday, I marveled at what I saw. Here I was in a familiar environment. I had been on retreat at this venue several times. And, here I was with people I knew. I had worked with almost everyone there. However, these had been two different worlds for me, and now they were coming together. More than that…
It was a fulfillment of a two-year plan, a two-year vision.
Various strands of activity over the past two years were slowly woven together to arrive at this moment – and the impact hit me square in the chest. Yet, it was different.
I've worked on long-term projects before. In a previous job, I led a four-year effort that culminated in five regional conferences at sites all across the country. I recall the moment when we closed the fifth conference and headed for the airport. It was a sense of completion, achievement, and success.
While holding a sense of fulfillment, this recent moment pointed more to the future than the past. It was like finally cresting the hill to see the green valley below. Yes, we made it up the hill, and now the fun work begins.
So, I offer my thanks to those who participated in the retreat and to those supervisors and colleagues who supported their participation. It was a moment to treasure.
And, we've only just begun.
How often do you say that? Monthly? Every other week? Weekly? More?
Having coffee, tea, lunch, a drink, etc. with a nonprofit colleague means you're making connections, and these connections energize your work and your organization.
Even if the conversation is purely social, you're deepening your relationship. This makes it more likely that you'll pick up the phone and call this person when you need to sound out an idea or concern. You'll also be on each other's radars when a future conversation touches on an issue or opportunity of mutual interest.
The idea of "building your network" sometimes gets a slimy reputation when it's seen as serving one's own interests and careers. Don't throw out the proverbial toddler with the mud puddle! Developing relationships across the nonprofit sector, and especially your particular corner of the sector, is critical to your organization's impact and your cause's success.
The ROI on relationship building is huge and…better yet…it compounds. Don't believe me? Not sure where to start? Ask me to coffee and I'll explain it…ask nicely and I'll buy.
I cherish these times.
For the past two years, I've been on retreat at least once every quarter. It's an opportunity to declutter, recharge, and reconnect with what's important. It helps me align my deeply held values with my actions and activities…to merge soul and role.
It's also something I can carry with me. The retreat works on the principles of the Circle of Trust as developed by the Center for Courage and Renewal in Seattle. These principles (e.g., extend hospitality, listen deeply, ask open honest questions, maintain confidentiality) can be carried and practiced outside the retreat center – in the home, in the workplace…anywhere. And yet...
their power is greatest on retreat – in a community of solitudes.
You know this. You've experienced the synergy of several people working together. Each has his/her own unique task or challenge, but the energy of everyone doing their work creates a spirit that motivates and sustains. It's awesome and invigorating.
This week's retreat is a pilot for ONEplace. We'll evaluate the experience and plan how to move forward from here. I anticipate other Courage & Renewal experiences to come through ONEplace in the near future.
Stay tuned.]]>
First, it's all in the planning. My experience with nonprofits (and everyone else) is that we commonly don't think through the details before taking on a new project. Tamela supported that opinion and advocated detailed planning (don't forget the post-event follow-ups in the plan) and document everything as you work the plan. It helps track this event and plan for the next one.
A second key to success is making sure your volunteers have a great experience…a Wow! experience. This is respect and good hospitality for the volunteers, and it's a great investment in building your reputation. Give them a great answer to the inevitable question, "How'd it go?" If this is done well, then recruiting volunteers for the next event will be that much easier.
One more highlight: make sure your event shows your core purpose. It can be popular and fun, but if people don't know what they're supporting then you've done little to connect with that donor.
And a final word: don't be afraid to challenge yourself. If you meet all your goals, you may have planned too easy.]]>
The session that resonated with me most focused on a timely issue: partnerships. The social sector generally promotes the value of collaboration (yes, including ONEplace!) and we all know the advantages, e.g. greater efficiency, wider impact, etc. So, why don't we all have more major partners in our work? Certainly, a lack of time and resources to devote to figuring out where partnerships would be appropriate is a factor. But I wonder if there are two other major roadblocks: 1. a lack of information on how the process could work; and 2. examples of actual successful partnerships.
The Powerful Partnerships session was a case study presented by Yodit Mesfin Johnson, Chief Relationship Officer at NEW. She explained in depth how she executed a nonprofit-private sector partnership between NEW and Zingtrain (the training arm of Zingerman's Deli) to develop Leadership DELI. This program helps Ann Arbor area nonprofit leaders learn specific skills that will push them through the leadership pipeline.Yodit shared four key characteristics of powerful partnerships:
1. Clearly defined roles
2. A common set of values that drive outcomes
3. Understanding that joining together offers clear mutual benefit
4. A willingness to be flexible
This case study gave me a lot to think about. How can Kalamazoo County nonprofits use partners in the public or private sector to fulfill their missions? And, how can ONEplace be a resource in the process? Please leave your thoughts in the comments section.]]>
How shall we choose to participate?
Over the past few weeks, I've attended a variety of meetings and each discussed the dynamic environment around them. Each struggled with concerns over funders and fundraising, communications and marketing, as well as governance and board development. Each felt pulled in various directions, stretched beyond capacity, and blocked at several turns.
The biggest barrier was often identified as not having enough time.
The biggest barrier, however, was a failure to choose.
It's the organizational version of "my eyes are bigger than my stomach." We consistently bite off more than we can chew. Or, to be more precise, we don't accurately weigh the cost of decisions, especially those decisions to take on more work. We'll put more on the already-full plates of staff and volunteers and name it all as "high priority." It only creates misery and, at best, mediocrity, and it needs to stop.
Choices – good, wise choices – must be made.
If this sounds familiar, then start with the assumption that every line of business, every service or program requires more work (time, energy, money) than you currently understand – say, twice as much. Then look at what that means relative to the quality and sustainability of the services you provide, including: staff development and turnover, relationship building and nurturing with many stakeholders, regular and consistent communications and public relations, and periodically evaluating and updating your services and the systems that support them. If you need help with this, ONEplace can assist you.
There's always more to it than meets the eye. So, it's time to choose. Otherwise, choices may be made for you.
In a recent Entrepreneur article, Jurgen Appelo points out that we no longer need broadcast-based marketing ("Hello everyone! This is what we do!! We are very cool and awesome! Hello?!").
He sets out 3 rules of marketing for the 21st century:
"Pull, don't push. Make sure that people can find you using Google, social network and/or market places. Attract them with great content.
"Show, don't tell. Make sure people can see with their own eyes that you are awesome. Those who are cool and remarkable don't need to say it.
"Share, don't beg. Don't annoy everyone with 20th-century marketing tactics. Thanks to transparency, when you behave like a beggar, everyone will know."
Two comments. First, I must underscore Appelo's assumption that your marketing includes "great content" and that your organization is "cool," "remarkable," and "transparent." Great marketing cannot make up for a great organization, so your best marketing strategy begins with becoming a great organization.
Second, if I could add one more word to his list, it would be targeting. Marketing is no longer a numbers game – connecting with 0.5% of a huge mailing list. Rather, it's a strategic game – smaller lists, higher response rates.
Strategy requires more thought, more planning, more testing, more tracking. Yet, over time, we'll learn where our audience resides and what messages motivate response. In short, we'll become more relevant.
P.S. Find out more by participating in the upcoming Marketing Makeover 2015 webinar.]]>
This summer we're doing some experimenting. We're testing three services that look to extend our depth and breadth.
Courage to Lead – Introductory Retreat: This three-day, two-night retreat provides a slow-paced, reflective experience designed to reconnect us with our values and passion. Based upon the work of Parker Palmer, the retreat follows the design from the Center for Courage & Renewal. (more info)
ONEplace On the Road: We're leaving the friendly confines of downtown Kalamazoo to bring selected Management Track workshops to the wider county. We'll be in Oshtemo on June 2, Richland in July, and Portage on August 18.
Lunch & Learn: These noontime discussions focus on the gnawing issues that plague most managers. Bring your questions, your concerns and your lunch, and we'll explore research, best practices, and helpful hints from colleagues.
So, try one or more of these this summer. Do some experimenting yourself. Perhaps we'll all learn something along the way.
Collaboration is about being who you are and speaking what you see. Lynn Serafinn
Coming together is a beginning; keeping together is progress; working together is success. Henry Ford
[add your own synergy-laden quote]
For the past three years, one of our key strategies has been to encourage strong, collaborative connections. As one executive director is fond of telling me, "If you want to increase your organization's capacity, collaborate."
Collaboration and cooperation is something we encourage, but it's also something we practice.
In the past, ONEplace has cooperated with the Arts Council, Volunteer Kalamazoo, the Cultural Data Project, Kalamazoo Bar Association, and others to bring workshops and service opportunities to the nonprofit sector. Looking ahead, upcoming collaborative efforts at ONEplace include:
By working together we can move the needle on some of the most entrenched issues facing our community. I know many of your organizations are doing this. Please use the Comment tool and let us know how you're building strong, collaborative connections.]]>
A Discovery Call (also known as an Identification Call or Qualification Call) is a face-to-face visit with a prospect that you believe may have the capacity for making a major gift. While rarely done, tracking Discovery Calls keeps you apprised of how many people you're putting into this pipeline and the percentage of those who eventually make a major gift.
Often, nonprofits don't support making Discovery Calls because they don't involve making an ask. Yet, John recommends developing an organizational culture that supports making Discovery Calls. These visits open the door to deeper relationships, greater trust, and larger gifts.
John also reminded us that fundraising is still a young industry and much of it is "largely a business of figuring it out on your own." So to get started, he suggests: (1) Plan time each day for making phone calls to schedule the initial visit; (2) When you get the visit, be yourself – tell your story and show your enthusiasm; and (3) Celebrate small victories because it is difficult, and you'll hear "no" more than you hear "yes."
During the program, John also recommended Gail Perry as a resource especially for smaller nonprofits. Find out more on major gifts on Gail's website.]]>
Tell us how you got to where you are today
I traveled to Michigan from my native Florida and developed a real appreciation for the changing seasons, so I decided to make Michigan my new home. After working for Michigan State University Extension Services for 15 years, I accepted the Chief Executive Officer job with Girl Scouts Heart of Michigan. I am committed to helping girls gain leadership skills so they can make the world a better place.
What do you most love about the Kalamazoo community?
The area is beautiful with interesting topography and clean lakes. As a student of botany, I am intrigued with the flora and fauna native to Michigan. I also love the culture and having access to big city amenities without the big city hassles like traffic congestion. The people in Southwestern Michigan are generous and caring which is how it earned its reputation as a can-do and caring community that I am proud to be a part of.
What guides or principles do you rely most upon?
Learn as much as you can, share it for the good of all, try to find the positive in everything, and have fun while you're doing it.
Who was one of your mentors and what do you carry with you from that relationship?
My father taught me to be curious and patient. Because of his interest in how things work I am always taking a deeper dive to get a better understanding of how things are built and how they run.
My father quietly set the example that a person can do anything if they work hard. My mother was my Girl Scout leader and she taught me that girls can do anything. She created an environment focused on having fun while learning new things. This gave me a passion for life and learning.
The people I work with everyday teach me so much. They have great ideas for helping girls grow and learn skills that will prepare them to be leaders in all areas of their lives. I admire their selflessness and think they are some of the most dedicated and committed people I know.
What has been one of your biggest learning moments?
I was a very shy child which made reaching out to others and joining in activities a struggle. My time in Girl Scouts taught me skills which gave me the confidence to be courageous and get involved. I carry those lessons with me to this day.
What's an average day like for you at work?
I travel between 5 offices throughout mid-Michigan: Kalamazoo, Ann Arbor/Ypsilanti, Lansing, Jackson and Saginaw. Our staffing model is very customer-focused so I spend time in the communities we serve meeting people, and sharing news about the bold impact Girl Scouting has on both girls and volunteers.
What are the types of challenges/opportunities that keep you up at night?
Ways to improve, projects needing more attention and are my children safe and happy?
How do you stay up-to-date on latest trends in your field?
I read and read and read.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
Stay focused on making the world better and don't worry about the money. You don't go into nonprofit work to become a millionaire. You do it because you want to make someone else's life better. You will make many contributions by persevering and maintaining your focus. As a young, single mother of two when I was starting a career in the nonprofit sector, I was challenged every day to find a healthy balance between my family and work responsibilities. I found that adding an element of fun and accumulating experiences has made each of my jobs easier.
What would you most like to do?
What hobbies or outside interests do you enjoy?
I love to cook. I have cookbooks containing recipes from all over the world which help me to develop an appreciation for other cultures. I use these recipes to make food to share with family and friends. Cooking, science and botany have helped me learn about the world.
Anything else?
Being a mother to a daughter and son who have become amazing adults keeps me centered and grounded. My kids and my husband form the nucleus of a family that supports and cares for me. They challenge me every day to be bold and take chances.]]>
Spend one hour focused on something we rarely think about.
Each session explores a habit, beginning with a short presentation on the topic followed by a facilitated discussion among your colleagues. You get to share information, test ideas, and connect with others in the nonprofit sector.
Mostly, however, you spend about an hour becoming more self-aware.
We opened the Lunch & Learn Series last week with a look at Giving & Receiving Feedback. This week (Wed, May 27), we examine how we're Managing Expectations. Next month (Tues, June 23) we'll explore Effective Board Meetings.
We limit the discussions to 12 so all have a chance to participate. Consider coming to a Lunch & Learn, or at least consider spending some focused time discovering and testing your habits.
It'll be time well spent.
Members of KHRMA have offered to volunteer a few hours of their time in July to assist with Human Resource projects or issues that they may have. Last year's inaugural program saw KHRMA members helping with everything from areas of a strategic plan to handbooks to onboarding practices.
If you are with a nonprofit in the Kalamazoo area and are interested in receiving assistance, please email Ben Cohen, the KHRMA Community Relations Chair, with your name, organization, and a description of your requested assistance. Ben will assign a KHRMA volunteer to assist you, and they will reach out to you directly to schedule a time to help.
Ben's contact information is firstname.lastname@example.com or (269) 552-3248 (office). If you're unsure about anything, please also feel free to reach out to Ben.
Please have all requests in by Friday, June 12, 2015. Thank you!]]>
I'm willing to bet that "hurt and upset" rank among the least productive emotions for working towards reconciliation. Often it feels easier to complain about the situation with friends and hope you can avoid the other person around the office. But I want to challenge that. What if we empower ourselves to believe that resolving the issue is as much your responsibility as it is the other person's? Here's why: your personal comfort at work depends on your ability to communicate. This is true of everything else -- getting the right desk chair, getting help on a difficult project -- so why should interpersonal issues be any different?
Moving towards reconciliation often feels impossible if the incident was highly emotional. So how do you move past that? Thom mentioned a concept other day that stuck with me: sit across the table from yourself. Multiple studies show that we all have blind spots when it comes to our behavior. So, "sit across" from yourself and trade your first-person perspective with a third-person narrative. Write down what happened as if you were not at all involved, and then read the story. Trying out this exercise could put you in the proper headspace to broach reconciliation. Or maybe it could be a tool you use to decide if you want to involve a mediator.
No matter what happens, I've come to see that you cannot control anyone else. So, if you approach the idea of a resolution with an open mind, your work environment will be so much the better for it.]]>
In his recent book, Thinking, Fast and Slow, he returns time and again to remind us that having a grasp of things is more a security blanket than a reality. Illusions of understanding are comforting and reduce the anxiety surrounding uncertainty. They also feed our need for order and fairness. But they're not reality.
Kahneman says, "We all have a need for the reassuring message that actions have appropriate consequences, and that success will reward wisdom and courage. Many business books are tailor-made to satisfy this need."
He goes on to say that for all our efforts, the data shows that we only do a little better (or sometimes a little worse) than chance.
So, at times, just when I think, "I got it," I also realize that I don't "got it."
Perhaps it's best to keep one eye on the long-term goal – that point on the horizon – while managing the current situation as it presents itself…without trying to figure it out, or "get it." I don't know. I'm still working on this.
Your thoughts?
I'm writing at home.
That's right. What you're reading now was written over a couple of early mornings in my family room at home. That's when I write. Why? I find the early morning a time of clarity and creativity. Plus it's completely uninterrupted time.
Where do you find uninterrupted time?
In 2010, Jason Fried did a TED talk on Why Work Doesn't Happen at Work. For ten years, he posed a question to business people (both nonprofit and for-profit): Where do you go when you really need to get something done? Answers included "the porch, the deck, the kitchen…the basement, the coffee shop, the library," or "Well, it doesn't really matter where I am, as long as it's really early in the morning or really late at night or on the weekends."
You almost never hear, "the office."
(Of course, there are jobs where the work can only be done in the office. Those notwithstanding, it plays on the perception of where we can "get something done.")
In an attempt to reclaim quality work time at the office, Jason suggests No Talk Thursdays, emailing rather than stopping by another's office, and eliminating unneeded meetings.
For me, it's a matter of knowing how I best work and scheduling my week accordingly. Writing in the early morning is fun for me – I like to do it. I also need uninterrupted blocks of time at work, so we schedule those into our workweek. If your calendar is not fully in your control, ask for the time you need or at least understand and explain the time cost of an assigned project or task.
What else would you suggest? How do you manage your time?
This is my vision for our new Lunch & Learn events coming in May. Our Lunch & Learns start at 12:05 and end at 12:55 pm. The session opens with a brief presentation of the topic followed by a facilitated discussion. The goal is to not just share our knowledge but to go deeper into the subject. My hope is that each person leaves with a greater understanding and feeling challenged to take the next step related to the day's concern.
This month, our Lunch & Learns focus on people topics. On May 21, we'll explore Giving & Getting Feedback, and on May 27, we'll tackle Managing Expectations.
Each Lunch & Learn is limited to 12 participants so that everyone can fully engage the discussion. Also, it's BYOB (Bring Your Own Bag-lunch). We'll provide our usual water station.]]>
A surprising number of interviewers take an unstructured approach to the interview. These commonly begin with light conversation and eventually get into some more formal questions. Kevin noted that, when using this unstructured approach, the interviewer often decides on a candidate within the first few minutes of the interview – the more personal connections with the candidate, the more favorable the impression.
The unstructured approach raises significant concerns. The selection may be based more upon personal affinity rather than qualifications for the job. Plus, it may undermine efforts to build a diverse workforce as we gravitate toward people like us. Even greater concern arises if only one person conducts the interview.
A structured interview (same questions in the same order) offers a more uniform approach to the process, and studies show a much higher validity with a structured interview (0.51 vs. 0.14 with unstructured). Also, conducting an interview with a panel of interviewers improves the quality of the process even more.
For more on HR, read Kevin's blog.]]>
1. What is one of the most energizing aspects of your job?
Making a change in the kid's lives…I'm just trying to be a difference-maker, and trying to be a part of this new wave of education. No one I know is doing this [kind of work].
2. Do you feel like your early life and education directed you to your current career path, or are you surprised at where you are?
A little bit of both. I attended Lincoln International Studies School and started using Rosetta Stone to learn Spanish when I was in kindergarten. We were one of the first testing sites for that program. At first I hated it, but as I got older I was happy that I learned it because I still know Spanish to this day. I'm trying to repeat that by finding a way to get the kids excited about learning.
3. What has been one of your most impactful professional experiences?
Making the news was the biggest stepping stone for me. It got me out there and paved the path for me to do what I'm doing. Last August, right before school started, News 3 had me on talking about A's for J's. At that time [my program] wasn't in any schools, but I believe that interview is what got the ball rolling. I've been trying to get A's for J's into [KPS] for two years.
A reporter for Channel 3 came into my other job. I told him about A's for J's—I had the proposal, the pros and cons and what I wanted to do all ready for him--and he loved the idea. It moved very quickly. I met him on a Tuesday, and I was interviewed on Friday. I'm so blessed. ONEplace is also a big help. The KICtalks event was a great chance for me.
4. Do you know many young business owners personally? Does that make your job more challenging/simpler?
I don't know any other young business owners. I don't really think about it is as a challenge. I do my homework, I study, and I'm always willing to learn new things. I don't think I know it all. If there was someone I knew I'd hope I could learn from them. So, in a way, it is a disadvantage because I'm learning everything by myself.
5. What do you think is one of the biggest barriers as a millennial/early career professional?
Honestly, not graduating from college is a big barrier because it's hard for people to take me seriously. I try to plead my case and say that it wasn't for me. I took some very good classes, like Business Management and Public Speaking but I didn't graduate. So it's hard to get people to listen to you and to take you seriously.
6. What is a project related to your job that you're currently working on and are excited about?
I have an app coming out in late August called Wowzers. It will have a whole series of games that will teach kids math. It will show the kids that learning is fun. When I thought about what made me love learning math, I realized it was a computer game that I loved called Math Munchers, and it helped me grow as a person. This is another way I can make a difference in a kid's life, and I know that apps are the new wave of learning. I'm currently developing the content, so I'm in stage 2 of 10.
7. What do you most love about the Kalamazoo community?
Kalamazoo comes together when we need to. The people here are great, and it's just a good people to grow up and raise a family. I love being a Kalamazoo native.
8. What is the best piece of advice you've received to date, and who gave it to you?
"Whatever the mind can perceive, it can achieve." That's from the book Think and Grow Rich by Napoleon Hill, and I read this book over and over.
9. Which natural talent do you get to use most often in your work?
Talking to people! I love taking to people—I could speak to 30,000 people and wouldn't get nervous at all.
10. What's your favorite way to spend your free time?
I love video games, and watching inspirational speeches. I do that a lot, like watching Steve Jobs…learning from my elders and those who came before me.
11. Lastly, how do you take your coffee?
I don't like coffee, but I enjoy cappuccinos – only in the winter, though.
It's not work. It's what I love to do.
That point resounded loud and clear at last week's 30th Annual STAR Awards. Since its inception, Volunteer Kalamazoo and MLive Media Group/Kalamazoo Gazette have co-sponsored the annual STAR (Sharing Time and Resources) Awards program to recognize the contributions of the outstanding volunteers who exemplify the spirit of volunteerism – a spirit embodied by Lifetime Achievement Award winner, Elaine VanLeeuwen.
In case you missed it, Mrs. VanLeeuwen served as a foster parent for 52 years and cared for nearly 500 children. MLive reports her story and many of the things she said in her acceptance speech. Yet the one thing she said that stood out to me was,
I don't deserve any praise. It was something I enjoyed doing.
Over the years, many psychologists and others have explored the question, "Why do human beings do good things?" Altruism poses an evolutionary conundrum: how does it serve my preservation to risk myself for others?
Steve Taylor (Leeds Metropolitan University) suggests that we don't need to try to explain away altruism, figuring out how it serves our best interest. He says that our "altruism is an expression our most fundamental nature – that of connectedness." So, we should celebrate it.
Thankfully, the STAR Awards did just that.
The Institute will include:
Individualized course learning plan
Five group sessions covering the following topics with customized content:
Monthly one-on-one conference calls with the instructor, Erin Skene-Pratt
Individualized organizational advocacy action plan
Upon completion of the program, you will have a customized advocacy action plan that includes specific objectives for building your organization's capacity to advocate.
Registration is limited to 10 organizations. Organizations are required to assign a representative from the staff and one from the board of directors to participate in all aspects of the Institute. It is estimated that each participant will spend about 10 hours per month on this course. Organizations must be members of Michigan Nonprofit Association. The cost to participate is $100 per organization.
If you and a board member are interested in participating in the Institute, please request an application and submit by Monday, May 11.
Questions? Contact Erin Skene-Pratt, facilitator, at email@example.com or Thom Andrews, at email@example.com]]>
These opportunities present a specific challenge for early career professionals. We've been trained that taking on added work-related responsibilities shows our supervisors initiative and commitment. Plus, many post-workday activities, like volunteering, help grow your resume. Neither of these advantages account for burnout, or the potential to waste your time. As I've experienced both scenarios, I've made a commitment to myself to be more discerning. Before putting new things on my plate, I ask myself these three questions:
1. Will this commitment help me reach a personal/professional goal? If taking on a new responsibility bears so few benefits that you're really on the fence, or worse, could actively harm you, pass on it.
2. Does this have a fixed date of participation or is it on-going? Sometimes, new opportunities might mean significant amounts of stress, but also have a clear end date. For example, helping organize your neighborhood's garage sales might cost you three Saturday afternoons, but once the event is over, your schedule can revert back to normal.
3. Will this opportunity require that I use existing skillsets, or help me build new ones? This question is really helpful for me when I'm being sold on something that is "easy" or "stress-free." Whether you're trying to impress your current boss or future ones, if an activity seems simple, it will probably look that way on your resume.
There is no easy way to decide, but these questions allow me to think more deeply so that I can ultimately arrive at a thoughtful decision. Now I feel more confident about when and why to add to my plate.
I want you to help me change that. Here's how:
1. Let's get all your staff and board officers on the ONEplace email list. Every Monday, we send a brief email listing our upcoming events. Every month, our events address topics in fundraising, communications, management and leadership. Keep your team in the know. Sign up on our website or send me a list.
2. Give ONEplace 15' on an upcoming staff meeting. ONEplace offers more than events, including many resources available online. We'll do a brief presentation with time for Q&A to make sure your staff knows how to take advantage of all our resources. We'll also hold a drawing for a stylish ONEplace mug! Let us know a good day/time to visit.
I'm grateful to the Irving S. Gilmore Foundation, Kalamazoo Community Foundation, Kalamazoo Public Library and others who make sure you have ONEplace as a resource. I also appreciate your comments and suggestions – so keep 'em coming.
Take care,
How do you take breaks during your workday?
Whenever I ask that question, I usually get something akin to "I don't have time to take a break" or "I can't afford to take a break." The truth is: you can't afford NOT to take a break.
An article in The New York Times, a tome in Scientific American and even a post from Fast Company argue for the effectiveness of taking breaks. Support for taking breaks to boost productivity and quality of work is legion. But before you start searching for work-break-best-practices, let me offer this:
Find what works best for you.
Personally, I'm not one to take the 15-minute mid-morning coffee break or even the hour lunch break. What works best for me is a breaks-as-needed approach. I'll take a minute to shut my eyes and take a few deep breaths. I look out the window and watch the clouds or marvel at the cloudless sky. I take a walk: if inside the library, I'll take in the wonderful sights within our atrium; if outside, I'll feel the warmth of the sun or the crispness of the air, and I'll examine the status of the trees in Bronson Park (no buds yet).
My guiding principle on breaks is to take intentional moments of diverting attention to something other than my To Do list. They take my mind, body, and spirit to another space and I return refreshed.
So, employ healthy practices for yourself and model them for your colleagues. Spring for a break! You can afford it.
Why do you do what you do?
It was a good question. It examined your deepest motivation, that thing that gets you up in the morning and drives you to take on the difficult tasks. It grounds you and guides you. It's your still point, your North Star.
My answer? I'm on a quest. Three years ago, I revisited Jim Collins' Level 5 Leadership (Good to Great), and since then I've wondered how ONEplace could structure a program to develop it.
Level 5 Leadership is defined as a paradoxical blend of intense professional will plus extreme personal humility. While passion often drives will, Collins (and others as well) comes up short as to what develops humility. His best advice is "to begin practicing the other good-to-great disciplines" and Level 5 will come about.
I'm convinced that "leadership development is ultimately personal development" (The Leadership Challenge). It involves building discipline, fortitude, compassion and resilience. It's not found in a series of workshops, classes or books; rather, it's a challenging path that travels through forests, rivers, mountains, deserts, and more.
Again, Collins says:
Our research exposed Level 5 as a key component inside the black box of what it takes to shift a company from good to great. Yet inside that black box is another black box – namely, the inner development of a person to Level 5.
Gloria wrapped up the exercise by asking if any of us were surprised by what we heard ourselves say. Personally, it was not so much a moment of surprise as it was a moment of clarity.
What about you: why do you do what you do?
Tell us how you got to where you are today?
I did my undergraduate work in Communications and Theatre at Western State University in Colorado. After playing some basketball, I returned to Kalamazoo and studied Educational Leadership at Western Michigan University. During my years in public school education, I spent 14 years as a varsity basketball coach and held several other positions including Media Specialist, Children's Librarian, some administrative positions, and Principal of Kalamazoo Central High School. After 22 years in public education, I did economic development work with Southwest Michigan First and then, in July 2013, accepted my current position as Executive Director of Community Relations with the Kalamazoo Promise.
What do you most love about the Kalamazoo community?
Giving and caring: these are the two easiest words for me to describe Kalamazoo. The philanthropic and service focus here is unique among other communities. "Service" in Kalamazoo is primarily expressed as caring for those in great need.
What guides or principles do you rely most upon?
Service to others. How can you reach out to someone to help make their life better? Give them a smile and greeting. Offer assistance or a cup of coffee. What can I do to help relieve their stress? It's something I just do – it's in my DNA. For others, it may take more intention. I think if we all adopted this type of approach it would transform our community.
Who was one of your mentors and what do you carry with you from that relationship?
There have been many in my life who have served as change agents. When I worked in the public schools, Janice Brown (superintendent at that time) saw something in me that I didn't see in myself. It was important to me that she saw this at that particular time. As I made the shift from public schools to economic development, Ron Kitchens (Southwest Michigan First) showed me how to apply my skills and abilities in other areas. Together, these two experiences are invaluable.
What has been one of your biggest learning moments?
When Kalamazoo Central High School entered the competition for President Barack Obama's first Race to the Top, we were all in learning mode. It took strong community influence to pull this together, and the community stepped up to support the students and the school in a special way. Even those who otherwise might not support Kalamazoo Central offered their support. The experience taught me the power of collaboration and the power of a strong message. We did it.
What's an average day like for you at work?
I have very few average days, and that is by design. My goal is to fill each day with learning, and I cannot do that by sitting still. So, I'm on the move, visiting people and learning about their lives. I want to learn all I can about this community, its people, and their stories.
What are the types of challenges/opportunities that keep you up at night?
In my work I see great need and many problems that are not easily solved. The Kalamazoo Promise scholarship is but one piece in a puzzle that each family must put together. I want to fill the gaps in those puzzles but you can't do it fast enough. It's painful to think how long it will take to fully address problems. It's tough for me.
How do you stay up-to-date on latest trends in your field?
I strive to stay up on social media. It's a requirement when working with students (and with my own children). At minimum, I hope to stay level with the average young person, but it's a constant struggle. I do know this: if you want to be grounded, get around young people and ask them what's going on. Seek out their ideas and suggestions. Their learning environment is ten times different than what I experienced when I was young, so it's critical for me to keep connected to young people.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
The nonprofit sector is a great way to go. Many organizations are doing great work in our community, and there is room for you to be part of it. How? Lead with your heart. To make a significant impact, you must lead with your heart. It keeps you real and places your unique and authentic contribution in the mix. Many have said, "If you love what you're doing, you'll never work a single day in your life." I love what I'm doing, and I wish that for others.
What hobbies or outside interests do you enjoy?
I love watching basketball. We're a basketball family – my son plays for Western Michigan University and my daughter works with the coaching staff of Michigan State University basketball. I enjoy fishing and boating. I also enjoy the sun and being outdoors.
Anything else?
I offer my vote of support for the work that ONEplace is doing to develop emerging leaders. I enjoy my role as a Leadership Academy mentor and appreciate the community's support for building our future community leaders.]]>
I'm tired of good enough.
Good enough finishes the job but doesn't make an impact.
Good enough meets the need but doesn't move the needle.
Good enough satisfies the stakeholders but doesn't transform the system.
Good enough is another glass ceiling. We look up. We get a glimpse of what could be, of what's beyond this glass ceiling. We're drawn to it. Yet, stretched as we are, our efforts lack the momentum and sharp edge to break through.
An emerging goal at ONEplace is to not just help organizations build capacity but to also help them strengthen capacity. I believe that many of our area's nonprofit organizations can break through the Good Enough Ceiling, and we want to offer some programmatic umph to support those efforts.
Do you share this concern? I look forward to talking with you over the next several weeks about this. I know that some of you have broken through, and I want to hear and share your stories.
Let's do this!]]>
Early in the practice sessions, participants commented on the power of deep listening. An undistracted listener, focused solely on the one speaking, gave the speaker space to explore their concern more fully without fear of the conversation being redirected.
Mary Jo reminded us that this type of listening requires a person to
The workshop ended with participants pairing up and agreeing to check-in over the next month to see how their coaching practice was progressing. Mary Jo also offered participants a group follow-up session in early April for additional check-in and a look at advancing their practice.
For more information on Mary Jo and to access her fantastic blog, visit aspire-cs.com]]>
You see, I wasn't sure. It felt weird – like we weren't connecting. But I didn't know if the other person felt that way. Her emails generally came from a mobile device, so perhaps the shortness I sensed was due to her being busy or not-so-quick at thumb-typing.
I tried calling, but we only exchanged brief voicemails. I needed to connect with her, but did she want to? Was this going to work? Should I just let it go? Though unsettled, I ventured to the meeting ready to navigate what I assumed would be choppy relational waters.
We met. At first the discussion focused on the business matter at hand, and then things relaxed a bit. By the end of the meeting, we were fast friends. Two weeks later we had a follow-up meeting that was fun and productive.
Since then, despite all the emails, to do's, and stacks waiting for me on my desk, I've put a higher priority on meeting people face-to-face. In this short time, both efficiency and effectiveness have increased as well as job satisfaction. This experience reinforces what I've always known: while relationships can be sustained electronically, they deepen through personal interaction.
But, I'm just one voice on the matter. What do you think?
P.S. Here's a related quote from film producer and author Peter Guber: "Nothing replaces being in the same room, face-to-face, breathing the same air and reading and feeling each other's micro-expressions."]]>
ONEplace plans to develop further workshops on Twitter, including one that focuses on the operational aspects. In the meantime, experience is often the best teacher, and you will gain great insights by poking around on the website. Here are some "hacks" that I picked up; they could help you take advantage of Twitter's capabilities and reach your strategic goals.
Free Analytics: Use analytics.twitter.com to get a nice overview of your Twitter activity, broken down month by month. The analyses include how many followers you've gained, which tweets had the most impressions, and even how many times your profile has been visited. Some sites will charge you for this kind of analysis, so definitely take advantage.
Easy Visual Marketing: Tweets with pictures attached get more clicks, tweets, and replies, so if you want to increase user engagement, add photos whenever possible. I use Flickr.com to find nice, high-quality photos that are free to use under the Creative Commons license--with proper attribution, of course.
Tweet Templates: If you're tweeting to funnel visitors elsewhere, like your organization's blog or Facebook, use an eye-catching headline to get them to click. Nonprofit Marketing Guide has a free worksheet with 50 fill-in-the-blank headlines.
These are just a few of the resources I've picked up over the past few months. Visit the following websites for more in-depth articles and guides on Twitter: www.hubspot.com, www.nten.org, and www.blackbaud.com.]]>
Their insight rests on two issues: the predictability and malleability. Or, to put it in question form: How predictable is the environment in which our organization operates? How much power do we have to change that environment?
Based upon your answers to those questions, you choose your strategic approach:
Of course, there's much more to it. I can't say that I'm sold, but it's an intriguing approach. First published in an HBR article in 2012, their book is due out later this year. If you want more information you may watch Martin Reeves' TED talk or read their article.
Fund Marketing strategically merges fundraising and marketing strategies.
Coming from arts marketing, I often experienced marketing as quite distinct from fundraising, focusing on event advertising, subscriptions and ticket sales. Over the past five years or so, I've come to see much more overlap in these two areas. So has Gail Perry.
In her recent blog on Fund Marketing, she points out that, thanks to recent marketing research, we know: how to increase response to our newsletters, what type of images work best, and how to shape a call to action. Successful fundraising centers on relationships, and it also includes "a working knowledge of messaging, copyrighting, good design and layout."
Few areas change as often, or as quickly, as marketing. So as we prepare for our annual Marketing & Communications Series (April 29, May 6 & 13), we're pulling together the most recent research, practices, and tools to help you with your marketing challenges.
Keeping a sharp, focused, relevant message helps you cut through the noise and clutter to be heard and to motivate response…and, to raise more money!
Tell us how you got to where you are today?
While in college, I started working at a camp for people with disabilities as a therapeutic horseback riding instructor. I fell in love with the people and the work. After graduation from Michigan State, I spent 13 years working at camps in Iowa, Texas, Michigan, and finally Washington where I directed all camping and respite programs for Easter Seals. Eventually, with the camp schedule of working most weekends and 3 months of 100-hour weeks all summer, I wanted to find a job with a more regular schedule. Seeing the struggle faced by individuals with disabilities and their families as they sought to access services, I was determined to help improve the systems. I also had a desire to return to Michigan. In February 2012, I began my work with The Arc Community Advocates and spend my days in client and policy advocacy.
What do you most love about the Kalamazoo community?
Kalamazoo is the perfect blend of small town and urban center. As a smaller city, it's easy to get around, connect with people, and get things accomplished rather quickly. As an urban center, you find good restaurants, theatre, and other entertainment and services. It's also a very supportive and caring community.
What guides or principles do you rely most upon?
My primary guiding principle is to always assume positive intent. I assume that people want things to work out well, even if I disagree with their approach. This keeps me from getting overly aggravated or angry, and it helps focus our discussion on the desired outcome that we all share.
Who was one of your mentors and what do you carry with you from that relationship?
My mentor was Jeanne from Camp Courageous in Iowa. She had a philosophy of abilities that I continue to use as a second guiding principle: approach people and events from a strengths and abilities perspective. This means that I not only work with people with disabilities from this perspective but also with myself, my staff, volunteers, community members, everyone. I look to engage an individual's passion, utilize and extend their strengths, and then help them build upon those strengths.
What has been one of your biggest learning moments?
During my first year at The Arc, we had to evacuate Rib Fest (our big fundraiser for the year) due to inclement weather. Unfortunately, we ended up losing money rather than raising money. As a new Executive Director, it was a disaster. Yet, because of this disaster, I came to know the caring support of our base as well as the Kalamazoo community. Individuals and foundations worked with us to weather this storm and demonstrated their deep commitment to the organization.
What's an average day like for you at work?
There are no average days. Some days I run from meeting to meeting – in town or throughout the state – while other days I'm in the office, answering client calls or grant writing. Every day is different. We don't even have a strong seasonal pattern to our work.
What are the types of challenges/opportunities that keep you up at night?
I don't let problems overcome me. They tend to work themselves out as we address them. The things that keep my brain spinning are the opportunities. For example, we recently were exploring a post-secondary education option for people with disabilities – a true college option. The impact on quality of life, especially employment opportunities, could be huge. Those are the things I like to dwell on.
How do you stay up-to-date on latest trends in your field?
This is a broad field with a lot going on, so I need to keep up on legislation, regulations, positions, and opinions. This translates into several policy alerts, briefings, and meetings every month. It's a lot of reading, a lot of listening, and a lot of discussing. For example, social safety net programs are always under attack, so I need to follow the trends and positions of key influencers. It's a big part of my job, and it's all very exciting.
What advice do you have for those wishing to secure a leadership position in the nonprofit sector?
Find an area of passion and be willing to go wherever it takes you. Most nonprofits don't have advancement opportunities within their organizations, especially at the supervisory level, so to move up you often have to move on. You must be flexible. I lived in four states since graduating from college, always moving to take advantage of the next opportunity.
What hobbies or outside interests do you enjoy?
I enjoy cooking, knitting, and sewing. I absolutely hate shopping, so I make gifts rather than buy them. I also enjoy a good cup of tea.
What else?
Over the past two years, we've been in the Imperial Beverage building along with two other small nonprofits – Volunteer Kalamazoo and Parent to Parent. Our former office building was not connected to other non-profits and didn't meet the needs of our clients. I've been pleasantly surprised at the advantages of this space: feeling less isolated, a large pool of colleagues, collaboration opportunities, and the ability to bounce questions and ideas around with other executive directors. We're working together in ways I hadn't anticipated. Space is available and we'd enjoy more neighbors!]]>
Whether by phone, email or personal meeting, we'll work directly with you to improve your situation, whatever it may be. These confidential conversations help pinpoint problem areas, identify underlying issues, and determine the best course(s) of action.
Should you desire someone to come alongside your organization to help for a period of time, we will provide recommendations from our endorsed consultant directory. These consultants bring high levels of expertise and considerable nonprofit experience to your organization, often at a discounted rate. Further, they come highly recommended from past clients.
Every month, ONEplace handles around 120 Direct Assistance requests and makes about 10 consultant recommendations. It's a primary reason ONEplace was founded, and, like all ONEplace services, it's provided to you free of charge. [learn more]]]>
According to research by Penelope Burk, the essential components of donor-centered recognition include:
If all three of these essentials are present, donors report that
The bottom line was to not over-think the effort but to keep the donor relationship front-and-center while doing the essentials well: timely, genuine, and accurate.]]>
I simply pulled my spare key from my wallet. We entered the van and went home.
Three years prior to this incident, I had been a passenger when our driver had the same problem – key broke in the lock. He had an extra key in his wallet, and the problem was easily solved. His example helped me prepare for my family's little emergency.
Emergencies happen – we know this. We just don't know when, nor do we know the common possibilities. A little planning may not only save us some time and inconvenience, it may save our organization.
Protecting our organizations protects the clients, staff, board, and community that depend upon them. So we offer Emergency Action Planning every year to encourage and equip you with the tools and information you need to be prepared. Our next session is Wednesday, February 25.
For more information, visit Ready.gov.
Organizational concerns always involve the Board.
Every business, club, and organization takes its cue from the top. Boards, in partnership with the chief executive, set the tone for the nonprofit organization, affecting its climate, culture, and effectiveness.
Collecting and analyzing data since 1994, BoardSource's biennial reports provide one of the deepest dives into the state of board leadership and trends. Their January 2015 report, Leading with Intent, surfaces three key findings:
BoardSource, Leading with Intent: A National Index of Nonprofit Board Practices (Washington, D.C.: BoardSource, 2015).
Many executive directors find the amount of time they must spend on board matters surprising. Even though they function as the ED's superior, boards pose a volunteer management challenge of the highest order.
ONEplace recognizes the need for intentional board development efforts. Our quarterly Board Membership 101 workshop not only provides basic board responsibility training but also serves as a regular reminder for organizations to attend to their own board development. We also stand ready to work with you to develop a focused board recruitment and development plan.
Board service offers individuals unique challenges. It also offers unique opportunities for personal growth and enjoyment. Intentional board development helps your organization strike this balance.
I recently watched two webinars at the Kalamazoo Community Foundation on the topic of collective impact. Sponsored by the Collective Impact Forum, these webinars were an in-depth exploration of nationwide programmatic and policy efforts to affect whole communities. A handful of initiatives were presented, many of which focused on health, and education. (I think the Kalamazoo Promise would be a great fit for this series.)
The projects that I found especially fascinating were those that were conceived and put into practice in collaboration with the community. One of the presenters explained that rather than expecting institutions or external organizations to go into communities and impose leadership, lasting change comes from leveraging existing strengths and assets of a community's members. In other words, communities often already have the ideas and leaders that they need, but could use time and resources to address pressing issues.
The idea that we have the leaders we need lies at the heart of Kalamazoo Connect, the new collaborative talks that ONEplace is co-hosting with the Kalamazoo Public Library. Every quarter, Kalamazoo Connect will give three community members up to 10 minutes to talk about what they are doing to make Kalamazoo a better place to live and work. We're excited to spotlight these efforts, many of which you may not have heard about.
Join us next Wednesday, February 11 at 5:00PM for the debut of these quarterly events. And if you or someone you know has innovative community-building efforts in the works, our next call for submissions will be in the spring.]]>
What's your point?
For many of us, our attention swirls around a small set of fixed points from which all other things take their meaning. Be it a matter of value, belief or assumption, the fixed points ground our thinking, guide our notice, and color our interpretation.
Sometimes we formalize these points as mission statements or statements of purpose. More often, however, they remain hidden. Given sufficient reflection, awareness rises of our less intentional yet more influential guideposts – those that focus our leadership and anchor our organizations.
Our vulnerability rests at the level of these assumptions. Here also reside our reasons, justifications, and inclinations toward collaboration and staff support. So, consider:
What are your fixed points? What does this awareness tell you?
Over the past several weeks, we've documented our experience online as well as off, and examined how to use Twitter as a metric for larger program goals, and how adding this effort affects our workload and schedules.
We've learned a lot. Lolita has been driving the effort and she presents her research, cases from local organizations, experience, and insights in Twitter Time for Kzoo Nonprofits on February 10.
We invite you to attend to learn, share, and see how Twitter may fit into your personal or organizational communications efforts.]]>
Tell us how you got to where you are today (positions held, career shifts, etc)
Mine is partially a story of being in the right place at the right time. I graduated from MSU with a degree in Environmental Education. I couldn't find a teaching job, but I student taught in Saginaw and the Y Exec Dir. was on the school board, saw my resume and offered me a job. I took it until I could find a teaching job. I became the Asst. Camp Director the next year until the Camp Director quit two weeks into the season. After 9 years as the Camp Director, the CEO retired. I applied and became one of the youngest YMCA CEO's in the country. I directed the Saginaw Y for 14 years when I was invited to apply to become the CEO of the State YMCA in Central Lake, MI. It was a very different experience for me, no main building, primarily residence camps, a unit in Petoskey and a state wide Youth in Government program. The camps served families not only across the country but also internationally. This job gave me a much broader perspective of how we can influence youth. After 8 years I was invited to be the CEO at the YMCA of Greater Kalamazoo in 2008 where I continue to serve.
What do you most love about the Kalamazoo community?
I love the pride that people have in the community, I love the diversity of people and thought, I love vibrant downtown in Kalamazoo and the strong shopping area in Portage, I love the variety of restaurants and brewery's; finally I love how there is so much energy to make our community better.
What guides or principles do you rely most upon?
Basically, if you keep doing the right thing, good things will happen and treat people as you would want to be treated.
Who was one of your mentors and what do you carry with you from that relationship?
My first boss was a huge influence in my career. He was a man of strong conviction, he held people accountable, but he also was a strong advocate and supporter of staff development, both in training and in challenging you to be better. He felt that being a nonprofit didn't mean you were less responsible or business minded than for-profit businesses.
What has been one of your biggest learning moments?
If you have someone working for you that is either not performing or doesn't fit with the organization then make a change sooner than later. Attempting to be nice only prolongs the inevitable and isn't helpful to the staff or the organization.
What's an average day like for you at work?
I wish I had an average day. I begin with reading two newspapers, handle emails, check in with staff to see if there are areas I can help with; communicate with my board and other partners; building relationships is a big part of what I do. Finally, I have projects I am working on in the areas of organizational improvement, fundraising, and program directions.
What are the types of challenges/opportunities that keep you up at night?
We are in the midst of a capital campaign so concerns about donors and volunteers are on my mind. The other area is motivating and managing my staff; these are the people who make our Y successful.
How do you stay up-to-date on latest trends in your field?
I read two newspapers a day, I visit our professions websites, but most importantly, I network and talk with my peers on a regular basis. I try to stay involved on state and national levels.
What advice do you have for those wishing to have a long lasting career in the nonprofit sector?
Stay fresh, stay challenged, and stay focused on what is important – the mission of your organization, how are you impacting the lives of the people your organization touches. Keep your eye open for opportunities, but build your career on results.
What hobbies or outside interests do you enjoy?
I am an avid reader and enjoy a good game of golf, wish I had one. Recently, my wife and I have been traveling and camping around Michigan.]]>
Focusing primarily on Facebook and Twitter, Kerri identified various ways to locate and analyze followers as well as several tools (many free) to help get the most from your social media presence.
She presented several points from the recent Pew Research Internet Project report. Again, focusing on Facebook and Twitter, she highlighted a few important trends.
For more information from the report, visit the Pew Research Internet Project website.]]>
A locket is a small pendant that includes a space for storing a small keepsake, e.g., a photo of a loved one. Worn on a necklace or bracelet, this charm holds a cherished item, and the wearer often opens it to be reminded of one so near to their heart.
So, what's in your locket (real or imaginary)? Besides being a twist on a popular ad campaign (thanks, Capital One), it's a relevant question for anyone who wants to enjoy their work. Job satisfaction – and effectiveness – is directly related to the laser-like alignment of your deeply held values, personal passions (loves), and outward actions and abilities.
Jim Collins calls it a Hedgehog Concept. Simon Sinek calls it his Golden Circle. Steven Covey calls them habits. Patrick Lencioni has a pyramid. And Peter Drucker posed them as six critical questions. While each of these authors (and several others) adds his own contribution to the discussion, they all build off of this place of inner-outer alignment.
Yet, while many write about it, few of us are so aligned. Like an aching back, painful barbs shoot through our activities and discourse. And we're left feeling out of sorts.
This chiropractic conundrum of misalignment is often more intrapersonal than interpersonal. Few of us take the time to listen to our true selves (our inner voice) and understand our deeply held values and personal passions. Instead, many align with an external set of expectations packaged and presented as an appealing alternative to our dissatisfaction.
One of Simon Sinek's (Start with Why) contributions to this discussion is the idea that people align with others who believe what they believe. He says it this way: "We are drawn to leaders and organizations that are good at communicating what they believe."
So, we need to open our lockets and peer inside to that which we hold dear and then find the words to speak it clearly to ourselves, our families, our organizations and community. Take some time – quiet, reflective time – to listen and learn from yourself.
My guess is this: once we align ourselves to the most important things in our lives, we'll find that interpersonal (also intergenerational, interracial, intercultural) alignment comes much easier.
You're not alone.
Everyone – even a seasoned executive – encounters a baffling challenge from time to time. Try as we might, we can't seem to figure it out. We need to get some distance, some perspective on the matter.
That's why ONEplace offers direct assistance services.
We're prepared to listen, inquire, and help you come to grips with your new challenge or concern. Depending on the nature of the concern, we may have suggestions, resources, or recommendations of actions to take or people to consult.
Don't let a festering issue hold you back. We're here to be at your service.
Kalamazoo Public Library and ONEplace unite to spotlight dynamic community building efforts in Greater Kalamazoo. Each quarter, Kalamazoo Connect features three short presentations on innovative, engaging endeavors followed by an opportunity for informal discussions and networking. Locally-sourced refreshments will be served following the presentations.
Interested? Your presentation will be given in a TED-talk style – open-stage speaking with optional use of notecards. Your presentation must be a minimum of 5 minutes and cannot exceed 10 minutes. You may use audio-visuals if you wish. (For examples, visit www.ted.com.)
Here's how you can tell Kalamazoo about your innovative, community building efforts.
1. Submit your entry by emailing your name, phone number, name of organization or business, and description of talk (approximately 100 words) to firstname.lastname@example.com. Entries are due by 5pm on Friday, January 23
2. Applicants will be notified by Tuesday, January 27
3. Participate in a rehearsal of your talk during the week of Feb 2 (by appointment)
4. Accepted applicants must attend and speak at the Kalamazoo Connect event on Wednesday, February 11, 5-6:30 pm
If you have any questions, please contact ONEplace 269-553-7910 or firstname.lastname@example.com.
Launched in September 2014, our Management Track includes workshops targeted to managers, executive staff and board members. Events address critical issues, skill development and processes related to delegation, communication, decision making, board development, project management, coaching and more.
Management skills develop continually throughout one's career. Everyone, regardless of experience level, benefits from refreshing their understanding and assessing their skills in these areas.
Upcoming Management Track workshops include:
Jan 20 – 3 Steps to Improve your Board (Better Board Series)
Jan 22 – Project Management
Jan 27 – Stronger Boards: Recruitment, Onboarding & Retention (Better Board Series)
Feb 17 – Board Membership 101
Feb 25 – Emergency Action Planning
Mar 17 – Coaching for Breakthrough Performance
All events are free of charge and open to nonprofit staff, board members, and volunteers. Registration is required.]]>
This past fall, we arrived at our working definition of leadership: taking full responsibility and ownership of your role(s); listening and learning from others, and; teaching and sharing with others. We're expanding our intensive experience offerings to facilitate development of this type of leadership.
The ONEplace Nonprofit Leadership Academy offers an intensive development experience for those in supervisory roles at medium to large organizations. Our Peer Learning Groups provide this experience for managers, supervisors, and directors of small to medium organizations. Later this winter/spring, we'll introduce a retreat experience suitable for anyone wishing to explore their leadership capacity.
We're also in the midst of pilot testing coaching services for new executive directors within their first year of service. Expect a formalized program to roll out later this year.
Also, expect things to change…hopefully for the better. This continues to be a work in progress for us as we seek to provide an array of events and experiences to meet your and your organization's leadership development needs.]]>
At the Arcadia Institute, they work to make it possible for children and adults with disabilities to participate fully in all aspects of community life, as they choose. In supporting area organizations, they encourage working with staff to think through and plan ahead for how they may accommodate volunteers or participants with disabilities.
On the question of accommodation, Allison reminded us that we don't want to go overboard. Trying to be over-accommodating may make everyone uncomfortable.
Instead, Allison suggested that we ask the person what they need. For example, "What can I do to help make your experience with us more enjoyable or more comfortable?" Or, if you see someone struggling (e.g., straining to read instructions or struggling to move about the area), we can ask how we might be of assistance.
Creating a culture of inclusion and hospitality will help your organization serve everyone better. Toward this end, Arcadia Institute hosts Building a Community of Belonging on March 26, 2015.]]>
By evaluation
1. Improve Your Short Writing (4/29/14) 99%
1. Improvising Management (Management Track – 10/30/14) 99%
1. Find Solutions – Solve Problems (Management Track – 11/4/14) 99%
4. How much should a Website Cost (3/6/14) 98%
5. How to Win Grants (4/17/14) 97%
6. Manage by Improvisation (1/24/14) 96%
6. Better Mail Appeals (3/26/14) 96%
6. Google Analytics (4/10/14) 96%
6. Grant Research Tools (6/10/14) 96%
6. Attaining Sustainability (8/26/14) 96%
6. Grant Writing Basics (12/2/14) 96%
6. Improve Your Decision Making (Management Track – 12/4/14) 96%
By attendance
1. Community Alignment (Leadership Series – 10/16/14) 44
2. Communicating for Results (Supervision Series 2 – 9/22/14) 39
3. Job of a Manager (Supervision Series 1 – 9/15/14) 37
4. Building Relationships (Supervision Series 3 – 9/29/14) 36
4. Managing Change (Supervision Series 4 – 10/6/14) 36
6. Leading & Empowering (Supervision Series 5 – 10/13/14) 35
7. Building a Cohesive Team (8/27/14) 34
8. Grant Writing Basics (3/18/14) 32
9. Grant Writing Basics (9/11/14) 29
10. Donor Recognition (Fundraising Series 3 – 10/23/14) 28
Thank you for all you do to support, encourage and enrich our community. You're amazing people doing amazing work.
All the best for 2015!
* Management Track and Series designations were introduced in September]]>
I like these times. It's an opportunity to look back and look forward, to evaluate and adjust, to celebrate and to anticipate.
In his book, Traction, Gino Wickman draws upon the work of Patrick Lencioni and others and recommends that top management gather off-site every 90 days to review the previous quarter and finalize priorities for the coming quarter. Why every 90 days? He says, "The 90-day idea stems from a natural phenomenon – that human beings stumble, get off track, and lose focus roughly every 90 days."
Wickman cites examples of this phenomenon at work, and I could add a few examples of my own. While it's easy to casually nod in agreement, I shudder at his observation that human beings "lose focus roughly every 90 days," because…
…we cannot afford to lose focus.
Lost focus wastes time and energy, dilutes the purpose of the organization, confuses funders and donors, frustrates staff and volunteers, and eventually leads to all sorts of crises. As leaders of our teams, departments, and organizations, maintaining focus is at the top of our list of responsibilities.
So, take some time – a half- or full-day – every quarter to hit the Pause button and keep yourself and your team on track. It will save you time, increase your service quality, and promote job satisfaction.
It takes trust.
On a team, trust means…
…and you do it all for your mission…for your cause.
Being on a team requires us to extend beyond ourselves. In our recent workshop on Mindfulness in the Workplace, Eric Nelson provided a compelling research- and case-based argument for mindfulness practice. The benefits were so varied and plentiful, I finally asked, "What's the downside?" Without hesitation, he responded, "It challenges your identity."
Mindfulness practice makes us face our assumptions and how they often differ from others' assumptions. It chips away at our ego and helps us recognize how much we need each other to achieve better understanding as well as better performance. By letting go of our need to be right, we free ourselves to be correct. We free ourselves to trust.
I've written before on ways to build trust. Yet, these efforts falter when individuals stay wedded to their own assumptions and agendas. The more we understand ourselves and let go of our own egos, the more we open ourselves to trust our teammates. And that's a step we must take on our own.
The ball is in your court.
What do you do when you don't know what to do?
Some situations may throw us for a loop. Many of us have faltered around language issues, physical challenges, cognitive disabilities, cultural misunderstandings and more.
We can take steps to prepare ourselves and our organizations to be hospitable in these situations: glean your staff's wisdom by initiating the discussion; identify gaps in understanding and then research and share information at staff meetings; and take advantage of workshops offered by area agencies.
This week, ONEplace welcomes Allison Hammond (Arcadia Institute) to explore Supporting People with Disabilities in your Organization. Allison will help us discover how we can successfully include people with disabilities as participants, volunteers and employees. Plus she will highlight resources to assess and support our ongoing efforts.
Most of us desire an open and welcoming community. It starts with each of us creating that environment right where we are.