Creating a Circle of Safety

Joan Garry wrote a great blog a few weeks ago, "The Top 10 Books Every Nonprofit Leader Should Read." I was pleased to see that I'd read several of them, and I added a few to my to-read list.  One of the books, Simon Sinek's newest, Leaders Eat Last, will likely be on Joan's next Top 10 list. Sinek writes that true leaders create an organization that makes all of its members feel safe, so that they work together with trust and cooperation and are better able to face external threats and seize the opportunities before them. This "circle of safety" enables people to achieve together things that none of them could achieve alone. It also allows people to feel inspired and fulfilled by their work, rather than threatened or useless. Sinek says that organizations built around this conceptual framework are more stable and perform better across the board.

One of the more important points for me was that the circle only works if it is all-inclusive. That is, leaders don't just protect their managers and leave other people out. It's about protecting everyone, creating the environment that fosters trust and cooperation. And that, my friends, leads to organizations accomplishing great things-  together.

For more, watch Sinek's TED talk. And get in touch with me at ewoolfe@intuitionconsult.com.

 

My Cup Runneth Over

"Once upon a time, a scholar came to visit a saint. After the scholar had been orating and propounding for a while, the saint proposed some tea. She slowly filled the scholar's cup: gradually the tea rose to the very brim and began spilling over onto the table, yet she kept pouring and pouring. The scholar burst out: "Stop! You can't add anything to something that's already full!" The saint set down the teapot and replied, "Exactly." In his Psychology Today blog, "Your Wise Brain," Rick Hanson writes about creating and appreciating emptiness as a contrast to the often over-full lives we lead. You know what I mean- running from appointment to appointment, answering emails one after another, piling more stuff into your closet- a life without time and space to reflect and ruminate on life itself.

Hanson writes that we must consciously step back from this nonstop pace and learn how to put space between all that we do. Breathe. Pause. Allow for thought. Enjoy doing or thinking one thing at a time.

Here's a great quote from Hanson's blog: " Drop the stuff you can no longer afford to lug around. At sea level, you can run with a brick in your backpack, but if you're hiking on a mountain, that brick's got to go. Similarly, most of us have some habits, indulgences, ideas, grudges, or fixations that were kind of OK at one time but now - with changing circumstances (such as juggling more balls, raising a family, aging) - are wearing you down and really need to go. What's your own brick? What would you gain by emptying it out of your own backpack?"

I'm looking forward to using some of these suggestions to add more space to my life. Will you?

 

 

What is Excellence?

We are what we repeatedly do. Excellence, then, is not an act but a habit.

Aristotle

 

What does it take to be excellent? To be an excellent leader, it's important to:

  • Practice self-assessment: Know your own strengths and weaknesses. What are you good at? What do you enjoy most about your work? You can play to your strengths, but also learn how to accommodate the things you aren't as adept at by delegating to others.
  • Get feedback: How do others see you? Observe how people behave when in meetings or in other situations. Ask them for an honest  assessment of how you can improve as a leader.
  • Be responsive to the needs of others: Acknowledge each individual on your team or in your organization, and understand the role they play in making you a better leader.
  • Be your organization: Fully embrace and reflect the mission, vision and values of your organization. If you want to be a leader, you have to behave like a leader!

 

You might need to practice a bit, but you'll soon make it a habit and BE EXCELLENT!

For more on leadership, please be in touch with me at ewoolfe@intuitionconsult.com.

Inspiration, Help and Gratitude

May we all be inspiration more than we seek it. Give help more than we need it.

And express gratitude rather than keep it.

~ Cory Booker

 

Who inspires you? Who do you hope to inspire? For me, I'm inspired by some of the people I work with who are in the truest sense of the word "survivors". I hope to be an inspiration to others seeking to find their path in the world.

Who have you helped and who has helped you along the way? I'd like to think I have helped my colleagues and friends with my sage advice! They have helped me as well, and I have been so lucky to have had many mentors and guides during my journey.

What are you grateful for? So many things!! My health, my family and friends, and my spirit are most important. Right after that is that I get to see the ocean every day.

I want to hear your responses! Please be in touch with me ewoolfe@intuitionconsult.com.

 

Life's Too Short to Sit Through Bad Board Meetings

NEWS FLASH: Some board meetings are so long and drawn out and ineffective that board members are considering resigning from their positions! This may or may not come as a surprise to you, but I've been hearing this from so many, I thought it was time to address the issue. What are some of the things that go wrong at board meetings? Here are just a few:

  • Board members are not prepared for meetings: The expectation should be that the agenda and materials for the meeting will be sent out in advance, and that members will come prepared to have a discussion and make decisions.
  • Committees are not utilized effectively: The Board should be working in teams or committees where the "real" work gets done and is then reported on at board meetings. Otherwise, the entire Board gets caught up in all of the organization's business, which is ineffective and tedious.
  • Avoiding the real issues: Boards often focus on the trivial (fonts for an invitation to an event?) because they don't know how to start the discussion about the really important issues (what to do about a major donor who has slowed their giving?)
  • No decisions are made:  Do agenda items get talked to death, but with no clear results? Perhaps the board chair needs help from other members in leading the conversation so that the issues are discussed, then decided upon.
  • Board members are not held accountable for their commitment:  In addition to committee participation, board members should be encouraged to take on individual responsibilities, and to report on their progress at each meeting. If they are not honoring their commitments, the Board chair should take the time to find out why.

 

The success of board meetings is in no small part dependent on the ability for the Board chair to be a good leader and run an efficient and effective meeting. If you need some coaching tips on how to maximize your board meeting potential, please be in touch with me at ewoolfe@intuitionconsult.com. I look forward to working with you!

 

Involving Board Members in a Culture of Philanthropy

Last week's post covered the ways that organizations are developing a culture of philanthropy that allows everyone to share responsibility for fundraising and relationship building. Easier said than done! This week, let's focus on how board members can be encouraged to not only participate in, but actually lead and champion a culture of philanthropy in their organizations. Without board members' wholehearted support, the effort to develop a philanthropic culture will be solely the staff's responsibility, which is not a formula for success.

To integrate board members more fully in these efforts, make fundraising discussions a part of every board meeting. Encourage board members to tell their own stories about why and how they are connected to the mission. Provide training for members to help them hone their fundraising skills. Allow them the opportunity to learn about programs and services so they can talk about them outside of board meetings. Connect them with the recipients of your programs and services so they can see your impact for themselves.

With support and encouragement, you can help your board members become active and enthusiastic fundraisers. Learn more by downloading Beyond Fundraising: What Does It Mean To Build A Culture Of Philanthropy? , a report published by the Evelyn and Walter Haas, Jr. Fund.

Please be in touch with me to learn how I can help you and your organization attain your goals!

Get Some Culture in Your Organization

Is fundraising everyone's job at your organization? Many believe that ought to be the case. They're calling this a "culture of philanthropy," and although it's not a new term, it's just starting to gain traction within the nonprofit community. In a culture of philanthropy, everyone- staff, board, CEO, constituents, volunteers- has a role in fundraising. It's about relationships, donor cultivation and retention,  and it's mission-driven from start to finish.

There are four core concepts that define a culture of philanthropy which can be used by organizations as a way to gauge whether or not they are moving toward meeting the definition:

Shared responsibility for development: Fundraising is not solely the responsibility of the CEO, development director or board members. Everyone across and within the organization works together to create a finely-tuned fundraising machine.

Integration of mission into all development activities: Looking at fundraising as a means to achieving programmatic success and maximizing impact, rather than as simply raising money to be allocated across the organization.

Focusing on fundraising as relationship-building: Communicating via multiple channels and creating connections at multiple touchpoints is integral to successful resource development.

Strong donor engagement: Paying attention to what donors want, and recognizing that they often have more than money to contribute. Being transparent and demonstrating impact are crucial to cultivating and retaining those who support your efforts.

Want to learn more about how you can instill some culture into your organization? You can find me at ewoolfe@intuitionconsult.com.

 

Trouble in Paradise

Houston, we have a problem. According to a recent survey by the Concord Leadership Group, most nonprofits are ill-equipped to face their futures. From the Nonprofit Sector Leadership Report representing 1000 organizations, here are some sobering stats:

  • Only half of the board members responding say their organization has a strategic plan (formal or informal) in place
  • 77% of the organizations participating in the survey do not have a leadership transition plan, or any succession plans at all
  • 61% of the CEOs of these organizations do not receive an annual performance review

 

What does this mean for those of us working in the nonprofit space? Well, for one thing, there are serious ramifications when an organization operates without strategy. Strategy is a necessary response to the reality of limited resources and the fact of increased competition. How can we expect stakeholders to support organizations that don't articulate their mission, vision and values strategically?

As for leadership, most CEOs are coming to their organizations without the necessary skills and experience to do their jobs successfully. Many are surprised that fundraising is such an integral part of their responsibilities, and express concern that they are not "good at it." In addition, there's very little leadership development happening for EDs and CEOs, and they're not being evaluated on a regular basis, so it's hard to imagine that they feel confident about creating a sustainability within their organization.

The report is most definitely an eye-opener. You can download it here. And then get in touch with me at ewoolfe@intuitionconsult.com so I can help you build a strong future for your organization!

 

Tacos Can Cure Anything

Today did not start out well. As I left the house to head to my appointment in the city, I stepped in dog poop. When I got to the train station, I realized I had forgotten my cell phone. I put 4 out of 5 quarters in the parking meter before it jammed, causing me to have to get back in the car and move it to another spot with a working meter. And, walking to the train station from the car, a bird pooped on me. I kid you not!

The funny thing was, I didn't freak out about any of it. I actually said out loud (to myself, though perhaps some of the other people waiting on the platform heard me), "I am not going to let any of this ruin my day." And I didn't. Though I had some moments of anxiety, thinking of calls and texts I might be missing, I spent the ride into the city reading and looking out of the window, able to focus without the distraction of the small screen in my hand.

When I got to my destination- lunch with an old friend- I told her the story of my "challenges." She laughed and promptly said she was paying for lunch! The day got a lot better after that.

When I got home, I saw that there were indeed some calls and texts waiting for me, but on the whole, it was a quiet day and nobody missed me too much. I'm so happy I didn't let any of the morning's mishaps get the better of me. And I'm so happy I ordered the tacos. Tacos can cure anything!

 

Listen to This!

One of the nonprofit gurus I follow is Joan Garry, and she's just unveiled a new podcast series, Nonprofits Are Messy that is great. It's already the #1 nonprofit podcast on iTunes! After only a week! Joan has had a weekly blog covering everything under the nonprofit umbrella- how to be a great Executive Director, what the roles and responsibilities of board members are, the secret to effective fundraising, and many more juicy topics. The podcast goes even further, by bringing in other nonprofit experts (like another of my gurus, Vu Le) to give deeper insights into the crazy nonprofit world.

I encourage you to take a listen!

What Does Seth Godin Have to Say About Intuition?

Hey! Seth Godin is writing about intuition! That's what people call successful decision making that happens without a narrative. Intuition isn't guessing. It's sophisticated pattern matching, honed over time. Don't dismiss intuition merely because it's difficult to understand. You can get better at it by practicing.

When I named my company Intuition Consulting, I had in mind exactly what Seth is writing about. I think what he means by practicing is "learning to listen." As in: learning to listen to the little (or not so little) voice inside your head, or the feeling in the pit of your stomach that is guiding you toward a decision or helping you recognize what is happening right in front of you.

You can get better at it by practicing. To learn more, please be in touch with me at ewoolfe@intuitionconsult.com.

 

Five Ways to Kill Your Dreams

I took a break last week to watch some TED talks (and hopefully find some new blog ideas!). I came across this one from Bel Pesce, a Brazilian entrepreneur, who talks about paths to success. Her clever title, Five Ways to Kill Your Dreams, has these takeaways:

  • Believe in overnight success: while some people's ideas may take off right away, for most it's a long journey to hitting the big time. Be patient!
  • Believe someone else has all the answers: they don't. Trust your intuition!
  • Believe that you should settle for "okay": it's YOUR dream- make it perfect!
  • Believe the fault is someone else's: when things go wrong, take responsibility!
  • Believe that all that matters is the goal: part of the experience- a big part of it- is the journey. Enjoy it!

 

Pesce says that we should use every step we take- even those that make us trip and sometimes fall- as a learning experience.

Here's to keeping your dreams alive!

 

 

Learn Something New

"I learn something new every day." How many times have you heard someone say that, or have you said it yourself? I heard it the other day, and it occured to me that it's not necessarily an over-statement. Most of us really do learn something new every day. But we probably don't even recognize it or acknowledge it when we do. We just add it to the existing mix of facts and information swirling through our heads.

So, the challenge is to try to identify one new thing you learn every day. Or, even better, intentionally go out there and learn something new every day. Keep track - write it down- and I'll bet you'll be amazed at the end of a month at all of the new things you've learned.

 

Here are a few ideas for stimulating the learning process:

 

Have fun, and learn alot!

Leading by Humility

Definition of humility: having or showing a modest or low estimate of one's own importance What is the role of humility in leadership?  Jim Collins has said that most of the leaders of the great companies he studied in "Good to Great"  and other works were very humble men.  If a leader is one who rules or inspires, how are humble (i.e., modest or meek) people successful?

I think the answer is that a truly great leader focuses on the success of the organization, not of the self. If the organization grows, realizes its goals and achieves its objectives, a humble leader is satisfied.

What are some of the characteristics of a humble leader?

~ Trusts others to do their best- delegates tasks and authority

~ Invests in others- nurtures talent and cultivates other leaders

~ Admits mistakes- accepts responsibility without casting blame or making excuses

~ Thanks others for their actions- expresses gratitude and gives recognition

~ Recognizes their own limitations- knows when to look for assistance from others

~ Invites feedback- wants to improve

~ Diverts attention- shares success with others who played a part

Being humble doesn't mean being wimpy or weak. Demonstrating humility shows that you have a high level of confidence in your abilities and that you value others and their contributions. It encourages team members to express their opinions and do their best work, with the knowledge that they will be valued.

Any questions? Please be in touch with me at ewoolfe@intuitionconsult.com to learn more.

 

THINK Intentionally

It's February 1st, and time to reveal my 2016 intention: how I plan to approach my work and life this year. What came up for me is to be more thoughtful in my words and actions, whether it be in my interactions with clients, colleagues, family or friends.  I've put together a few questions that I'm going to be asking myself before I open my mouth to say anything, to encourage more thoughtfulness and insight:

T  is what I am going to say truthful?

H  how is it helpful?

I  is it important for me to weigh in on this?

N  is it necessary for me to say something here?

K  can I be kind?

Wish me luck! This may not be as easy as it looks.

 

My Top Ten Peter Drucker Quotes

Peter Drucker (1909-2005) has been described as the person who "invented management." His contributions to the field of organizational development are felt today in both the for-profit and nonprofit worlds.  Many of today's practitioners, including one of my favorites, Jim Collins, cite Drucker as an influence on their research and study. Drucker has been quoted thousands of times, and there are dozens of "Druckerisms" that are wonderful. Here are a few of my favorites:

  1. “Doing the right thing is more important than doing the thing right.”
  2. “If you want something new, you have to stop doing something old.”
  3. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”
  4. “What gets measured gets improved.”
  5. “Results are gained by exploiting opportunities, not by solving problems.”
  6. “So much of what we call management consists of making it difficult for people to work.”
  7. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”
  8. “Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at the same time.”
  9. “Long-range planning does not deal with the future decisions, but with the future of present decisions.”
  10. "Management is doing things right. Leadership is doing the right things"

 

I'm particularly fond of #3 and #7.  What are your favorites?  Please let me know!

I'm at ewoolfe@intuitionconsult.com.

 

What's Your Story?

"Marketing is no longer about the stuff that you make, but about the stories you tell."  ~Seth Godin My clients often ask me about how they can become more effective fundraisers. There's so much competition out there, they say. We aren't reaching enough people, they say.

Here's what I ask them: What's your story? What sets you and your organization apart from others?  What can you tell potential donors about your community or your cause that will enable them to care about it the way you do?

Telling your story changes how you present yourself to the public and your potential supporters. It's not about the number of people you serve; it's about how those people are impacted. It's not about the amount of money you need to raise; it's about how your donors can benefit by making an investment in your organization. This is philanthropy, not fundraising.

The stories you tell should be about real people, and they should be just long enough to create a feeling in the listener- a feeling that leads to their engagement and participation. We all have a story to tell- yours can be the one that inspires others to think, to speak, to act, or to give. Go out and tell your story!

I'd love to help you tell your story. Please reach me at ewoolfe@intuitionconsult.com.