How do you keep the Momentum Flowing in
by Nadia Prescott Tuesday, January 24, 2012
Nadia Prescott is the Founder of Emerging Executive. As a consultant and coach, Nadia has over 20 years of experience working with leading Fortune 500 and small to medium sized companies both in the US and Europe. Her passion and energy come from working with leaders to develop innovative processes that overturn obstacles and create business results. Since 2000 Nadia has combined her strengths in marketing and consulting with her passion for helping people and organizations realize their true potential. Her practice focuses in working on coaching and consulting with organizations wanting to focus on innovative sales and marketing programs, and develop inspirational leadership and high performance teams motivated for success.
Full Bio
How do you keep the Momentum Flowing in Turbulent Economic Times?
Eight Tips for Nonprofit Organizations Moving Forward
You've made a big scary decision - maybe it’s a first time focus on a fee for service initiative; maybe it’s a merger or shared service. Or perhaps you're even considering taking on a for-profit venture. Everyone comes away from the retreat tired but inspired. But you know the hard work begins now. And that "elation high” could turn on its head and be replaced with frustration and apathy very quickly if the right leadership and processes are not in place.
Successful change in an organization takes time. It's a combination of people and process. The first board and staff meetings after a strategic retreat – or any meeting where critical decisions are made -are vitally important to set the scene for the weeks and months ahead. Too often many of us go back to patterns and behaviors that are familiar. So how do you keep your board and staff motivated, inspired and on track, particularly if you are a startup organization? Following are a few easy tips to help you on the road to success:
1. Understand Your Lifecycle Stage
There are five lifecycle stages (idea, start up, growth, mature, decline and turnaround and terminal). Understanding where your lifecycle stage– which can be determined through a lifecycle assessment – gives you a starting point for capacity building activities. And as one client said to me “capacity building supersedes strategic planning. If we don’t succeed here, we will never be in the place to do a strategic plan”. It will help you set realistic expectations or SMART goals, which you will read more about in this article, for the behavior you might expect to find in nonprofit organizations at your stage.
Most importantly it will help you understand stage based development needs, depersonalize organizational management weakness and focus on moving forward in a productive and realistic manner. An example is the difference between a start-up and mature board. A start up board by necessity is a working board. A goal for a typical start up board is to transition towards more governance and oversight responsibility. A mature board has become more policy and direction oriented and continues to grow by developing community impact measurement as well as rotating terms of office for board members.
Equally when it comes to programs, the mature organization has clearly defined, replicable programs, whereas the start-up organization often has programs with more breadth and depth. One of the key challenges moving forward for the start-up organization is to differentiate general services or activities into identifiable, sustainable programs.
2. The 50/50 Split
Or maybe it is a 60/40 split? As a board one of the challenges you face is too little time! With a new direction - maybe for example the move to fee-for-service options - how do you manage to add even more into your agenda? This is particularly true for a start-up working board.
Ensure your board meetings are proactive – focused on the future key issues. Agree to spend 50% or more time at the meeting focused on your new strategic initiative(s). This will help keep you on track while still allowing discussion on the most important ongoing activities.
Set up processes to make this happen and ensure board members know the most important and relevant information on current operations and your new initiative. To do this most effectively, ensure committee issue reports well in advance of board meetings. Committee heads can also check in with the Board President prior to a board meeting. The objective is to determine any critical issues which need decisions made by the Board. This way you can focus your time on these issues only and your new direction while still being up-to-date on what has been happening during the past month. Board members can find more detailed information in the reports which can be read prior to the board meeting.
3. Start with the Outcome in Mind
How many board meetings have you attended where most of the time is spent discussing or reviewing activities which have already happened? Typically much time in a board meeting is wasted listening to reports from committees. Shifting this dynamic gives you valuable time. If you can relate to this you are not alone.
When preparing the agenda, think about the outcome you want from the discussion. Take fee for service as our example. Maybe you have to decide which fee-for-service option is best or, perhaps you are at the beginning of your research period and want to set up a team to explore different options and make recommendations to the board at the next board meeting.
Distributing information and an agenda in advance of a meeting with the desired outcome will enable board members to come to the meeting knowing what is expecting of them. In the case of our example, it might be to set up a committee or team (see point 7) to explore fee for service options and report back to the Board within 3 months.
It also changes the mindset of the board chair and executive director when setting the agenda. It means preparation time together - as a team - to think about the most important outcome for the organizations at your next meeting. Relationship building is a side benefit of this approach!
4. It’s Not Just What You Do, It's How You Communicate!
Good communication, language and common understanding of expectations are an essential piece of any successful operation or even individual conversation. Take the word “urgent”. For someone working in the high tech or medical field, something urgent usually means now or at least today. In the nonprofit arena where for most board members this is a second job, “urgent” may take on a different meaning to each individual.
Take the time among board members and staff to agree common language definitions and workable practices improves communication. Make sure everyone has input. A simple but effective example is in email communication. If you send an email to board or staff you could agree certain terms for the email header such as “Urgent”, Need Response”, “Information Only”. This helps everyone in a world where we are often overloaded with information.
Similarly, think about committee and executive director reports. Simple changes in format such as the following three headings: what's been done in the past month, what will be done next month, and most importantly (and perhaps highlighted in red!), what help will you need, or what decisions do you need the board to make this month, make a big difference. Not everyone reads everything they are sent! But, they will notice a section in red that says “problems and board decisions required.
Instituting a new process whereby the head of a committee or team, check in with the executive director or board chairman in advance of the agenda being set, will then ensure the most important topics - along with the outcome requested can be included in the agenda.
5. Context, Context, Context
When discussing any topic whether at a board or staff meeting, having a context for the discussion will lead to a conversation which asks different questions, and takes you in a more productive - and usually more cost-effective - direction, and one which is aligned with your strategic initiatives.
Let me give you an example. A client recently made a decision to adopt a service-based model for their organization moving forward. At their next board meeting, one of the topics for discussion was a conference the organization was debating whether to attend as an exhibitor. The discussion quickly became tactical following the usual pattern for a startup board: how much would it cost, how would they find the funds and who could attend from the organization. The conference was important and worthy of discussion.
However, taken in the context of the strategic decision to implement fee-for-service, different questions needed to be asked: What are the services we are promoting and how much do they cost, what is the goal of attending the conference, will our systems and staff be in place to log and follow-up with prospects. In other words, are we ready to attend this conference this year, and is it the best use of our time and money? Perhaps, as in the case of this organization, there is a more productive way forward this year and the conference goes into the plan for next year.
6. The Team Based Approach
How often do you find you cannot attract board members or even volunteers due to lack of time? This increasingly common problem for nonprofit organizations can be solved by some out-of-thebox thinking which can even enable you to bring on board more of the skills you need on a temporary basis. More people are willing to commit their time and energy to an organization if they know there is an end time to the project. So consider the use of expert, short term teams.
Let's take marketing - which is increasingly more important to nonprofit organizations. If you don't project a good image, you won't be able to attract donors, and people served by your programs will not know your organization exists. Perhaps you need to rebrand your organization which may mean developing a new logo, a new website etc. If you have a person with marketing experience on your board they could set up a temporary marketing team with the specific SMART goals of developing a new image for the organization within six months. You might have a graphic designer, a web designer and a writer on this team. Another benefit of this focused approach is that it's easier for smaller groups of people to find mutually convenient time to get together. And talking of getting together, it's also worth remembering to take advantage of technologies such as WEBEX and FreeConferencecall.com, as well as free file-sharing on Yahoo or Google.
7. Accountability and Oversight
I’m sure most of you have heard of SMART goals (specific, measurable, attainable, realistic and time sensitive), but how many of us really use them and why are they so important?
SMART goals ensure accountability and oversight. Using our example of establishing a team to explore fee-for-service options, if there is no goal or timeline for this project, it may end up taking 6 months with significant consequences to the organization. What is the necessary and realistic timeline for this plan and who is responsible for making it happen? If you don't set a goal, the good news is you cannot fail - so long as the committee is set up that will be great whenever it happens. The bad news is it's also possible you will lose vital time ensuring the sustainability and future success of your organization. Where there is no accountability, there is also diminished opportunity for course correction action.
Operating in a time sensitive manner in these turbulent economic times is imperative. Snooze and you could lose out on potential partners, shared program opportunities, sponsorships, shared resources all of which are growing trends in our sector.
8. SMART Goals and Board Education
SMART goals are applicable throughout the organization including the board. What are your goals as a board for the next year? These may include recruitment, oversight, communication and education goals. Let’s consider education as it so rarely discussed.
You'd be surprised the number of board members who do not understand financial reports and the board's responsibility in finance and not surprisingly, it is rare to find a board member will admit to this. This presents a rare opportunity to invest and give back to your board members. Think about a goal of a quarterly education session on a topic of importance such as financial education, or of community interest. This can be motivating and helpful to board members. In the long term it is helpful to the organization as the board members are better informed and committed, and also the community as board members in the future may serve on other boards. And how does the board keep itself accountable? It's simple: you do a board self-assessment at the end of each year!
Make a commitment and use the right combination of these tools to help you move forward. Success in the new world is waiting for those with commitment, exceptional people, and superior performance. The bottom line? A well-run, passionate organization poised for success in the future is a successful organization which attracts people and funding.
Eight Tips for Nonprofit Organizations Moving Forward
You've made a big scary decision - maybe it’s a first time focus on a fee for service initiative; maybe it’s a merger or shared service. Or perhaps you're even considering taking on a for-profit venture. Everyone comes away from the retreat tired but inspired. But you know the hard work begins now. And that "elation high” could turn on its head and be replaced with frustration and apathy very quickly if the right leadership and processes are not in place.
Successful change in an organization takes time. It's a combination of people and process. The first board and staff meetings after a strategic retreat – or any meeting where critical decisions are made -are vitally important to set the scene for the weeks and months ahead. Too often many of us go back to patterns and behaviors that are familiar. So how do you keep your board and staff motivated, inspired and on track, particularly if you are a startup organization? Following are a few easy tips to help you on the road to success:
1. Understand Your Lifecycle Stage
There are five lifecycle stages (idea, start up, growth, mature, decline and turnaround and terminal). Understanding where your lifecycle stage– which can be determined through a lifecycle assessment – gives you a starting point for capacity building activities. And as one client said to me “capacity building supersedes strategic planning. If we don’t succeed here, we will never be in the place to do a strategic plan”. It will help you set realistic expectations or SMART goals, which you will read more about in this article, for the behavior you might expect to find in nonprofit organizations at your stage.
Most importantly it will help you understand stage based development needs, depersonalize organizational management weakness and focus on moving forward in a productive and realistic manner. An example is the difference between a start-up and mature board. A start up board by necessity is a working board. A goal for a typical start up board is to transition towards more governance and oversight responsibility. A mature board has become more policy and direction oriented and continues to grow by developing community impact measurement as well as rotating terms of office for board members.
Equally when it comes to programs, the mature organization has clearly defined, replicable programs, whereas the start-up organization often has programs with more breadth and depth. One of the key challenges moving forward for the start-up organization is to differentiate general services or activities into identifiable, sustainable programs.
2. The 50/50 Split
Or maybe it is a 60/40 split? As a board one of the challenges you face is too little time! With a new direction - maybe for example the move to fee-for-service options - how do you manage to add even more into your agenda? This is particularly true for a start-up working board.
Ensure your board meetings are proactive – focused on the future key issues. Agree to spend 50% or more time at the meeting focused on your new strategic initiative(s). This will help keep you on track while still allowing discussion on the most important ongoing activities.
Set up processes to make this happen and ensure board members know the most important and relevant information on current operations and your new initiative. To do this most effectively, ensure committee issue reports well in advance of board meetings. Committee heads can also check in with the Board President prior to a board meeting. The objective is to determine any critical issues which need decisions made by the Board. This way you can focus your time on these issues only and your new direction while still being up-to-date on what has been happening during the past month. Board members can find more detailed information in the reports which can be read prior to the board meeting.
3. Start with the Outcome in Mind
How many board meetings have you attended where most of the time is spent discussing or reviewing activities which have already happened? Typically much time in a board meeting is wasted listening to reports from committees. Shifting this dynamic gives you valuable time. If you can relate to this you are not alone.
When preparing the agenda, think about the outcome you want from the discussion. Take fee for service as our example. Maybe you have to decide which fee-for-service option is best or, perhaps you are at the beginning of your research period and want to set up a team to explore different options and make recommendations to the board at the next board meeting.
Distributing information and an agenda in advance of a meeting with the desired outcome will enable board members to come to the meeting knowing what is expecting of them. In the case of our example, it might be to set up a committee or team (see point 7) to explore fee for service options and report back to the Board within 3 months.
It also changes the mindset of the board chair and executive director when setting the agenda. It means preparation time together - as a team - to think about the most important outcome for the organizations at your next meeting. Relationship building is a side benefit of this approach!
4. It’s Not Just What You Do, It's How You Communicate!
Good communication, language and common understanding of expectations are an essential piece of any successful operation or even individual conversation. Take the word “urgent”. For someone working in the high tech or medical field, something urgent usually means now or at least today. In the nonprofit arena where for most board members this is a second job, “urgent” may take on a different meaning to each individual.
Take the time among board members and staff to agree common language definitions and workable practices improves communication. Make sure everyone has input. A simple but effective example is in email communication. If you send an email to board or staff you could agree certain terms for the email header such as “Urgent”, Need Response”, “Information Only”. This helps everyone in a world where we are often overloaded with information.
Similarly, think about committee and executive director reports. Simple changes in format such as the following three headings: what's been done in the past month, what will be done next month, and most importantly (and perhaps highlighted in red!), what help will you need, or what decisions do you need the board to make this month, make a big difference. Not everyone reads everything they are sent! But, they will notice a section in red that says “problems and board decisions required.
Instituting a new process whereby the head of a committee or team, check in with the executive director or board chairman in advance of the agenda being set, will then ensure the most important topics - along with the outcome requested can be included in the agenda.
5. Context, Context, Context
When discussing any topic whether at a board or staff meeting, having a context for the discussion will lead to a conversation which asks different questions, and takes you in a more productive - and usually more cost-effective - direction, and one which is aligned with your strategic initiatives.
Let me give you an example. A client recently made a decision to adopt a service-based model for their organization moving forward. At their next board meeting, one of the topics for discussion was a conference the organization was debating whether to attend as an exhibitor. The discussion quickly became tactical following the usual pattern for a startup board: how much would it cost, how would they find the funds and who could attend from the organization. The conference was important and worthy of discussion.
However, taken in the context of the strategic decision to implement fee-for-service, different questions needed to be asked: What are the services we are promoting and how much do they cost, what is the goal of attending the conference, will our systems and staff be in place to log and follow-up with prospects. In other words, are we ready to attend this conference this year, and is it the best use of our time and money? Perhaps, as in the case of this organization, there is a more productive way forward this year and the conference goes into the plan for next year.
6. The Team Based Approach
How often do you find you cannot attract board members or even volunteers due to lack of time? This increasingly common problem for nonprofit organizations can be solved by some out-of-thebox thinking which can even enable you to bring on board more of the skills you need on a temporary basis. More people are willing to commit their time and energy to an organization if they know there is an end time to the project. So consider the use of expert, short term teams.
Let's take marketing - which is increasingly more important to nonprofit organizations. If you don't project a good image, you won't be able to attract donors, and people served by your programs will not know your organization exists. Perhaps you need to rebrand your organization which may mean developing a new logo, a new website etc. If you have a person with marketing experience on your board they could set up a temporary marketing team with the specific SMART goals of developing a new image for the organization within six months. You might have a graphic designer, a web designer and a writer on this team. Another benefit of this focused approach is that it's easier for smaller groups of people to find mutually convenient time to get together. And talking of getting together, it's also worth remembering to take advantage of technologies such as WEBEX and FreeConferencecall.com, as well as free file-sharing on Yahoo or Google.
7. Accountability and Oversight
I’m sure most of you have heard of SMART goals (specific, measurable, attainable, realistic and time sensitive), but how many of us really use them and why are they so important?
SMART goals ensure accountability and oversight. Using our example of establishing a team to explore fee-for-service options, if there is no goal or timeline for this project, it may end up taking 6 months with significant consequences to the organization. What is the necessary and realistic timeline for this plan and who is responsible for making it happen? If you don't set a goal, the good news is you cannot fail - so long as the committee is set up that will be great whenever it happens. The bad news is it's also possible you will lose vital time ensuring the sustainability and future success of your organization. Where there is no accountability, there is also diminished opportunity for course correction action.
Operating in a time sensitive manner in these turbulent economic times is imperative. Snooze and you could lose out on potential partners, shared program opportunities, sponsorships, shared resources all of which are growing trends in our sector.
8. SMART Goals and Board Education
SMART goals are applicable throughout the organization including the board. What are your goals as a board for the next year? These may include recruitment, oversight, communication and education goals. Let’s consider education as it so rarely discussed.
You'd be surprised the number of board members who do not understand financial reports and the board's responsibility in finance and not surprisingly, it is rare to find a board member will admit to this. This presents a rare opportunity to invest and give back to your board members. Think about a goal of a quarterly education session on a topic of importance such as financial education, or of community interest. This can be motivating and helpful to board members. In the long term it is helpful to the organization as the board members are better informed and committed, and also the community as board members in the future may serve on other boards. And how does the board keep itself accountable? It's simple: you do a board self-assessment at the end of each year!
Make a commitment and use the right combination of these tools to help you move forward. Success in the new world is waiting for those with commitment, exceptional people, and superior performance. The bottom line? A well-run, passionate organization poised for success in the future is a successful organization which attracts people and funding.