NLCTB Blog

Teaching Philanthropy

Thu, 17 May 2012 13:38:00 GMT

by Grace Armstrong, CEO

I recently served as a panelist representing the nonprofit sector. The audience was a chamber leadership group. As might be expected, I was asked what advice I would give the audience about nonprofits. That is a big question and one that could be answered in so many different ways.

What I answered that night was: Teach your children philanthropy. I think it is important to think about the future and what we can do today to keep the future promising. The fact is that 83% of charitable giving is from individuals (this includes bequests). The best way to insure that this number grows is to teach our children about giving.

The latest trend in philanthropy indicates that more people are giving but they are giving in smaller amounts. The reason for this is likely the opportunities to give through social media. Gifts given through text message are limited to $20 per gift. There are more opportunities now than ever before to give in different ways. Our children hear it on television. We want them to hear it and see it modeled at home. We want children to learn to share their treasure and give their time at an early age. The best way for that to happen is for children to learn from their families.
That is one way for the nonprofit sector to thrive and continue meeting needs beyond those of us here today.

Sometimes an Apology is the Best Place to Start

Mon, 14 May 2012 18:40:00 GMT

by Ashley Pero, Program Manager

I act as a mentor to a high school student as part of the Take Stock in Children program. A few weeks ago my mentee and I were talking about her grades and it came up that she was doing poorly in one of her AP programs. After some more discussion it became clear that her poor performance was due to lack of preparation and care on her part. More importantly, she came to this realization and accepted that she had earned her poor grade. It was at this point that I encouraged her to talk to her teacher and start with an apology. It took a little convincing on my part that this was the right way to go, but as a firm believer in taking responsibility for your actions, I wasn't letting up so easy. At our most recent meeting I asked if she had a chance to talk to her teacher. Her face broke into a smile and she told me how nervous she had been to approach him, but how glad she was that she did. Her teacher was so surprised and elated about her apology for her poor performance, acceptance of her responsibility in the performance and her request for help in doing better. And, I'd like to think my mentee learned a valuable lesson in taking responsibility for your own actions.

Sure, it is easier to blame someone or something else for our mistakes. Taking responsibility and saying I'm sorry is sometimes really hard. I'll be the first to admit that I hate to disappoint people. But, I can also tell you that I'm not ashamed to say I'm sorry, admit that I dropped the ball and immediately do whatever I can to fix the issue to my best ability. Rational people understand that mistakes happen (because we all make them), and in my experience are always so surprised when you take responsibility and just happy to have the problem fixed and not have to deal with excuses.

So, next time you're tempted to find an excuse -- take a step back, figure out what went wrong, what you can do better next time, and most importantly, apologize!

"The price of greatness is responsibility." - Winston Churchill

Governance is Not a Dirty Word

Mon, 14 May 2012 18:41:00 GMT

by Grace Armstrong, CEO

I recently had in interchange with a very experienced member of the board of a well-respected local nonprofit organization. I was suggesting to a group that having a Governance Committee of the board was a best practice. This belief was substantiated for me during my training in board education at BoardSource in December, 2011.

Towards the end of the conversation, this board member said he was skeptical about having a Governance Committee. He said governance had such a negative connotation. He said it sounded punitive. He said it felt like a committee called governance would be looking for all the bad things that an organization might have done.

I thought this was a great teachable moment and took the opportunity to describe the very honorable and positive role that governance plays on a board. After all, governance is what a board does. It is the board's highest calling to provide oversight, vision and direction, and to insure that the organization has the resources to fulfill its mission. The process of governance insures that an organization is true to its mission and stays on the right path. It is an honor and a privilege to govern. The word should evoke thoughts of best practice and high quality process.

Unfortunately, language has bestowed an unclear connotation to the word governance in some circles. I hope this experienced board member changed his view of what governance really means. I hope he understood the role of the board but just had never called it governance.

And the lesson to be learned from this interchange is that when board members are trained in their roles, they are much better prepared to govern an organization and help it become a high performing organization.

Nonprofit Budget Planning Made Easy

Mon, 14 May 2012 18:41:00 GMT

by Lorraine Faithful, Operations Manager

In my agency, I am partially responsible for creating, implementing, maintaining, analyzing, and reporting against the company annual budget, and I am always looking for ways to make the process smoother and more meaningful for all involved, and to give it the attention it deserves. Since I know how important sound financial management is, as it is a core principle and best practice we teach, this year I am spending more time and thought into the budget planning process to find ways to improve it and make it easier. Jessica Logan of Clifton Larson Allen states, "A well planned, well documented, and well executed budget can help you monitor, predict, and maximize the activities that support your mission, ultimately making you more effective and successful."

I hope that some of the following information to streamline your budgeting planning process will assist you:

Do your agency strategic planning first. Your annual budget should match and mirror the goals and initiatives set forth in your strategic planning session which of course should include all key stakeholders - board members, staff, and volunteers or others as appropriate.

Create a budget timeline. Map out an annual timeline for the budget process months before a preliminary or final budget is needed to be presented to your board or finance committee for discussion and approval. Schedule your strategic planning first (see above.)

Define expectations from all key people. Keep participants knowledgeable about their roles and responsibilities in the planning process. Include everyone involved so that they understand ahead of time what you expect of them. Provide them reasonable due dates and deadlines.

Document everything. Write down all ideas, assumptions, plans, projections, etc. Perhaps you won't use every idea proposed, but you will want to capture everyone's contributions.

Determine what tools you need. Most small organizational budgets can be effectively managed using Excel spreadsheets. Larger agencies may consider special budgeting software. A simple Google search results in many options.

Collect your data and check for accuracy, including all Excel formulas and assumptions. It is very important that your agency budget be accurate as it will be shared with funders and other donors who will rely on you for correct and accurate information.

Here are some excellent, detailed budget tips from Kay Snowden of Third Sector New England.

Finally, remember that your budget should reflect and fully support your agency's mission and vision. I hope that some of the above tips will be useful in your next annual budget planning process.

Don't Neglect the Follow Up!

Mon, 14 May 2012 18:41:00 GMT

By Ashley Pero, Program Manager

You've just spent two hours at a networking event and you're finally home. You're ready to take your shoes off and sink into your DVR'd shows. WAIT - the networking event was just the beginning!

We're all guilty at times. We exchange business cards and then keep the stack on our desk for a few days and then they find their way maybe to our Outlook contacts, maybe to a drawer, or maybe to the trash can. If that is what happens then we really shouldn't waste our time at the events to begin with - just go straight home to your DVR. But, if you want to make the most of your networking you need to reconnect after the event. Then you'll be the one that stands out. Maybe nothing will come of it right away, but down the road you never know.

Here are a few steps to take in hopes that those short encounters eventually turn into something more meaningful:

1. Take 10 minutes right after the event to jot down something about the person on their business card. Maybe you both shared a love for baseball, your kids go to the same school or you know someone in common. Just write something down about that person on their card so you won't forget by the morning.

2. Take 25 minutes the next morning to send each person a quick email (save a few templates that you can fill in the info and overtime this will be an easy step). It is important that you don't put this step off - it is just like thank you cards, the longer you wait the more details you should include. This email shouldn't be a hard sale. It should make the person feel like you really did enjoy meeting them. It should include:

    a. The event that you met.
    b. Something that you discussed (love of baseball, kids schools, someone you know in common).
    c. A way to continue to conversation (coffee, lunch, phone call).
    d. Include something (link, article, website) that would benefit the other person.
    e. How nice it was to meet them.

3. Follow up periodically with articles or events that might interest them. This shows you aren't just looking for the business. It shows you are helpful and thoughtful.

Do you have any networking follow up ideas that really work for you?

Financial Leadership

Mon, 14 May 2012 18:42:00 GMT

By Lorraine Faithful, Operations Manager

When I came across an article about financial leadership, I happened to be in a place in my nonprofit career where I was ready to transition from financial management to financial leadership, so the article came to me at the right time and at the right place, as things so often happen to do.

This timely article entitled, “An Executive Director’s Guide to Financial Leadership,” helped point me to a new exciting direction as well as articulating something I had been thinking about but didn’t fully understand how to explain. Let’s start with the difference between financial management and financial leadership: the former is the collecting of financial data, producing financial reports and finding solutions of near-term financial issues; the latter is guiding an organization to sustainability and sustained financial health. Financial management describes what I’ve been involved with for several years in the nonprofit sector; financial leadership is the leap I intend to make.

Written by Kate Barr and Jeanne Bell, and published last December by the Nonprofit Quarterly, the article provides eight key business principles that guide financial leadership practice. All eight principles represent best practices; some are familiar and others are not. They help organizational leaders to adapt to the demands of the changing environment and maintain the balance needed for mission impact and a healthier nonprofit. Although these principles are often delegated to a nonprofit’s top leadership, they are relevant to financial staff and board members as well as executive directors. Additionally, they will apply to small, mid-size or larger organizations.

If long-term viability is your nonprofit’s goal, this information is for you. To read the article, click here: http://bit.ly/wKw9TY.

Effective Out Of Office Messages

Mon, 14 May 2012 18:42:00 GMT

By Ashley Pero, Program Manager

As the holidays approach so does (hopefully!) your time out of the office. It is important not to forget to set your out of office email and voicemail messages. You can easily set a task reminder for the day of your departure to pop up in Outlook. And, if you do forget it is worth a trip back to the office (or a quick remote in) to get it set. An effective out of office message can save you time when you get back to the office and also lets people know why they haven’t heard back from you. These people can be coworkers, donors, clients, volunteers or that all important potential donor – you don’t want to leave them thinking you are unresponsive or don’t care.

You can craft an effective out of office message by answering a few simple questions.
• When will you be out of the office and what day will you return?
• Will the office be closed during any of the time your away?
• How can you be contacted (if at all)?
• Who can they contact while you’re away?

An email out of office example:
Hello.

I will be out of the office with no access to email until Tuesday, January 3. I will respond to all emails upon my return.

If you require immediate assistance please call our office, (888) 888-8888, and someone will be happy to assist you.

The office will be closed December 23, 26, 30 and January 2.

Thank you.

Your voicemail out of office can be similar, but try and keep it short with just the important information.

• You could also have limited access to email/voicemail or available only by cell phone – if that is the case let them know how long they should expect a response to take.

• If there is a particular person they should ask for in your office list that person’s name, email and phone number. If there are certain people for certain issues list them all (being mindful while recording your voicemail out of office).

And one last thing, if you are using Outlook make sure to set both the internal and external message (both tabs). The same message can work, but you customize both depending on your office size and office requirements.

Enjoy any and all of the holidays that you celebrate!

An Ode to the Nonprofit Professional

Wed, 19 Oct 2011 01:02:00 GMT

Submitted by Sumac Research at Sumac.com

You are a nonprofit professional. I'm sure you don't pat yourself on the back everyday for the good you do, but you're pretty special. You have dedicated your life to giving back; to helping the world's disadvantaged, filling the gaps in social services, nurturing arts and culture, and saving the environment. You resisted pressure from your parents to become a lawyer or an accountant in order to serve more altruistic ends, often with little pay, long hours, and little recognition. This is an ode to you - the nonprofit professional. Borrowing from some of the greats, we hope to inspire you and remind you why what you do is so wonderful.

"What we do may only be a drop in the ocean, but the ocean wouldn't be the same without it," Mother Teresa

"It takes a noble person to plant a seed and grow a tree that will one day provide shade to those whom one may never meet." Dr. D. Elton Trueblood

"We make a living by what we get, but we make a life by what we give." Winston Churchill

"Never doubt that a small group of thoughtful, committed citizens can change the world: indeed, it's the only thing that ever has." Margaret Mead

" Be the change you wish to see in the world." Mahatma Gandhi

"Remember, the final measure of your life won't be how well you live, but how others live because of you." Bill Gates

It's easy to get caught up in the hustle and bustle of everyday, and lose sight of the bigger picture: the good that you have done and the impact that it has on the world, but you should step back every once in a while to see how great it is. A research study conducted by Michigan State University and published in the European Journal of Social Sciences in 2010 examined a simple act of altruism - the act of opening a door for someone - and the effect it had. The research found that when a door was held open for someone, that person was more likely to hold the door open for the next person. So, atruism begets altruism.

If the simple act of holding a door open can inspire others in such a way, you can imagine the wave of good that your service has had on the world. So, whenever you get frustrated because you haven't quite met your goals, or your heart feels heavy thinking about those still in need, remember what you have done, and rest assured knowing that the good you do stretches far beyond what you can possibly see.

Submitted by Sumac.com.

Measuring What We Can Control

Wed, 19 Oct 2011 01:02:00 GMT

by Grace Armstrong, CEO, Nonprofit Leadership Center of Tampa Bay

There are very few people I know who get excited about program evaluation. So many of us think of outcomes as something we have to consider when we are writing a grant and we worry about how we can track and prove to a funder that we have met our goals.

I think the world is changing. I know I have changed. I now get excited about having outcomes for our organization, about tracking them, and about talking about our results. The world is changing because more funders and investors are interested in impact. They want to invest their money in organizations that are making a difference and can prove it. There are many new writings about high performing organizations, impact, and how to measure impact.

For me the book that made the most difference in my attitude about outcomes and impact is Mark Friedman’s Trying Hard is Not Good Enough. What I learned from reading this book is that we should only be measuring what we control. One organization cannot reduce poverty in the United States; yet, we often feel that we are supposed to achieve these grand results because our mission statement says that is our goal. Each organization, regardless of its mission, has a piece of the process that leads to the grand outcome. So, what is your piece? What services do you provide over which you have control and which you can measure?

For example, at our organization, the Nonprofit Leadership Center of Tampa Bay, we teach board members and staff members of other nonprofits the skills to run an effective nonprofit business. We can teach skills and provide best practice education. We can provide the best teacher, with the most relevant information delivered in an engaging and interactive manner. We, however, cannot control what each nonprofit does with the information they receive once they leave our training center. We also cannot follow each nonprofit for months. Therefore, we measure each student’s perception of the quality of each program, whether they increased their skill or knowledge, and whether they perceived value for the time and money invested among other things. We use the student’s rating because that is what we have available. They are the only ones who can tell us whether knowledge and skill increased as a result of our work.

We are then able to use this data from every single student about every single training program and draw some conclusions that our work contributes to building a strong nonprofit sector.

It is very liberating to have clarity on what can be controlled and measured and to keep the proper perspective about the impact your work has on the overall problem you are trying to improve or change. With clarity it is easy to demonstrate to donors and funders that you are in control of your work and of your outcomes. It is easy to know where you need to improve and to show where you are doing well if you are measuring those outcomes over which you have control.

The most important thing is to determine clearly what it is that you control and how best to measure those things. The next most important thing is to use the data you obtain to improve your work and to make a great case for support.

What Do People Think When You Walk in the Room?

Wed, 19 Oct 2011 01:26:00 GMT

by Ashley Pero, Program Manager, Nonprofit Leadership Center of Tampa Bay, Inc.

I enjoy arriving to meetings early. This isn’t just because I am extremely punctual, I also love to people watch. (You do too, don’t you? It’s okay, I won’t tell!) I often find myself wondering what people think when they are people watching me. I will be honest, some days I shouldn’t receive a glowing review. You cannot be “on” every day and no one expects you to be, but that doesn’t stop people from forming their opinions about you and your level of competence.

I recently had the pleasure of sitting in on a new program we are offering at the Nonprofit Leadership Center, Take Control of Your Professional Presence. The program is taught by a wonderful consultant, Margarita Sarmiento. (I highly recommend that you join us next time it is offered.) Margarita explained not only the importance of your professional presence, but also how to improve your presence and control the image that you portray to the world. Below I have shared a few tips that everyone can incorporate to improve their image in and out of the office.

• Smile! Not everyone is a natural smiler, but you can make an effort to smile at people. This simple act makes you seem more open and approachable.
• Make eye contact. Eye contact shows that you care enough to pay attention to the other person. Even if that just means stopping what you are doing to ask if you can continue the conversation later when you can give it the appropriate attention.
• Lead by example. Make sure your actions are demonstrating what you expect of others. People mimic the actions they see most often.
• Always make sure your outfit meets the 4 P’s: polished, professional, pulled together and people friendly.
• Make your comments worthwhile and memorable. This will sometimes require you to stop and think about what to say, but it is worth the extra time.
• Always ask yourself, “What message am I sending right now?” and adjust if needed.

We all want to make a great impression, first or otherwise, but sometimes forget that people are always observing. It only a takes a little more thought and a minute at the most to act on any of the tips above, but the benefit to your image is invaluable.

What other tips do you live by to improve or maintain your image?

Taking a Leap of Faith

Mon, 02 Apr 2012 15:22:00 GMT

By Tyler Hood, Program Coordinator, Nonprofit Leadership Center of Tampa Bay, Inc.

My best friend and roommate in college recently returned from a three-month trip to Guatemala. After graduating with a degree in landscape architecture Lance decided he wanted to learn Spanish. He applied to a school in Guatemala that would provide three months of Spanish training, shelter, and two meals a day. After putting his career on hold and saying goodbye to his family Lance was off to Central America. He had a bag of clothes, some money, a calling card, and a stomach full of American cupcakes. What he didn’t have, was a clue as to what kind of opportunities and life changes this trip would entail.

Sometimes it takes a leap of faith like this to realize our potential. Confidence usually plays a big part of the decision and often takes on the inhibitor role. An easy way to get past one’s inhibitions about a certain decision is to weigh the options. Taking a leap of faith is a big decision and should not be taken lightly. Make a pros and cons list for the decision. Think about the outcomes and consult your loved ones and mentors. Plan ahead, but not too much. In other words be prepared but expect the unexpected. I know that is a contradiction in itself. What I mean is have a good idea of what you expect the results to be, but be open to that changing. Most of the time when we reflect on the past decisions we have made they have not gone exactly to plan. Having an open mind will make the entire process easier. Some people do not deal well with change and will always struggle when it comes to taking leaps of faith. It is a lack of faith in themselves that prevents them from experiencing change. This is why the planning stage is so important. What if there is limited time to make that decision? Sometimes there is no time to plan and talk through the decision at hand. In these situations I try to just listen to my heart and intuition and go from there.

Now you’re probably wondering what happened to Lance (the landscape architect/Traveler)? Within the first week of his Spanish schooling he was asked by an administrator if he would mind filling in for the English teacher at the nearby elementary school the next day. Lance agreed and taught his very first English class the next day. Afterwards he went to the administrator and asked how much longer he would be needed and when the actual English teacher would be returning. The administrator looked him in the eye and said “You are the English teacher”! After three months of teaching the children Lance returned home. But he did not return as the traveling landscape architect. He returned with a heavy heart for Spanish speaking children who wanted to learn English. He was now a teacher! In six months Lance plans on departing for Costa Rica where he will teach English in poverty stricken communities.

Sometimes in order to spark change we need to take a leap of faith. Whether it takes a nudge or a shove be open to new possibilities and opportunities. Have an idea of what you expect, but be open to change. Next time you are faced with a tough decision or opportunity, bite the bullet and take a leap of faith!

Small Message, Big Impact by Terri L. Sjodin

Mon, 02 Apr 2012 15:21:00 GMT

A Book Review by Lorraine Faithful, Operations Manager, Nonprofit Leadership Center of Tampa Bay, Inc.

Have you worked hard on that short speech so you will be ready the next time you only have a few minutes to say what you want to when you run into that “very important person?” Are your thoughts developed and organized to take advantage of all opportunities that come your way? Have you perfected your communications skills so that your next sales pitch gets you exactly what you want (a longer appointment for instance?)

If not, there is help. Pick up this short but powerful book that gets you ready to achieve those goals. Small Message, Big Impact - How To Put the Power of the Elevator Speech Effect To Work For You, is a practical how-to guide on effectively communicating an important message in a short period of time and getting tangible results. An elevator speech is not your goal; rather it’s your means to an end. The end product of your elevator speech is to obtain a longer meeting which then provides you sufficient time to achieve your bigger goal (a sale, a new idea, concept or project, or a new donor or volunteer.)

Learn the simple details of the elevator speech: introduction, body, conclusion and close. Find out how to make your speech intriguing and inspirational. Put yourself in your listener’s shoes and ask yourself, “What does your message mean to them? Will you save them time or money? Will you preserve their mental sanity or can you offer them security? Will you make life more fun for them?”

Follow the easy steps of how to create a persuasive and compelling case. Learn the importance of speaking in your own authentic voice for maximum effectiveness.

Don’t forget: everyone needs an elevator speech as we are all selling something at some time. Whether you are in the for-profit or the not-for profit world, you will often find yourself in circumstances that require the need to generate immediate results. In most cases, telling your story well is critical and sharing your message effectively is essential.

Take advantage of the easy-to-learn skills outlined in this book so that you’ll deliver the perfect elevator speech and never waste another moment on lost opportunities. Purchase this book here: http://www.nonprofitleadershipcenter.com/resources-recommended-reading

What Does A Nonprofit Leader Really Need to Know?

Wed, 09 May 2012 14:42:00 GMT

By Grace Armstrong, CEO, Nonprofit Leadership Center of Tampa Bay, Inc.

At the Nonprofit Leadership Center we partner with the University of Tampa to offer a graduate credit Certificate in Nonprofit Management. This program was developed to prepare emerging leaders to step into the roles that our retiring leaders are vacating.

I am a perfect example of a nonprofit leader who stepped into the role of Executive Director without ever having worked in a nonprofit, without ever being exposed to an Executive Director at work, and with no training in leadership. I had supervised a staff team and I had managed contracts. As I write today, I think back and ask myself, in an ideal world, what would have been the perfect set of knowledge and skills that would have helped me at that point in my career, given me confidence, and saved me lots of time.

This is what I think.

I think nonprofit leaders need to know how to bring out the best in others. This includes their board, their staff, and their prospects for resource support. Not everyone is born with this talent, but I believe that consciousness can be raised about the importance of this skill and I believe the skill can be taught. This can be taught through assessments and developing an understanding of self and others, through learning about emotional intelligence, and through case studies and role playing. In addition, leaders need performance management skills. After bringing out the best in staff, managing behavior for maximum performance is key to an organization's success and sustainability.

I think leaders of nonprofit organizations need to be taught presentation skills and public speaking skills. The leader is the main voice of the organization and must be good at sharing information and persuading others. These skills are easily taught and learned through practice and feedback.

I think leaders of nonprofit organizations need to be taught to how to network. We are all thrust into this mode and many of us avoid it or complain about it. We often find someone else to do it for us. A few simple techniques can be taught, practiced, and discussed.

I think leaders of nonprofit organizations need to be taught to think strategically. Thinking ahead and bringing people together to work towards common goals is a key skill. This can be taught through examples and case studies.

Leaders of nonprofit organizations need to learn how to be problem solvers. Again, teach this through examples and case studies.

I believe in practical, thoughtful, skill based leadership development. I wish all new leaders could have the benefit of training and support in their first year on the job and periodically throughout their careers. It is a lonely and important job that can affect our society for the great good.

Striking the Right Balance for Your Nonprofit with Management Software

Mon, 14 May 2012 18:43:00 GMT

The media fury surrounding the business practices of Central Asia Insitute Executive Director Greg Mortenson shows exactly why passion and ideas alone are not enough to ensure success for a nonprofit. As is the case with for-profit organizations, nonprofits demand thoughtful management of resources and finances. Many organizations do what is necessary and follow a best practices approach to management, but there are still others that do not use all of the tools at their disposal for success. The wake of high-profile scandals like the Mortenson's leave many constituents wondering exactly how and where their donations are being allocated, which is why accountability is more crucial than ever.

There are a number of steps that nonprofits should follow to increase their level of transparency. An easy starting place is identifying the criteria outlined by websites, which offer nonprofit report cards, such as Charity Navigator. Beyond best practices, however, organizations should be prepared to regularly take a hard-nosed look at their core processes and practices. This level of review can help nonprofits determine where they can improve, particularly in areas such as operational performance and financial management.

The area where organizations can really make the most progress is by streamlining their oprations wtih nonprofit management software. The 2010 survey from the Nonprofit Technology Network (NTEN) illustrates that when it comes to technology, many nonprofits fail to adequately plan or utilize the tools at their disposal. In the past, the high price tag of software, for example, might have been a reasonable deterrent to adoption. However, the amount of web-based solutions now available provide a viable, cost-effective alternative to on-premise software. These software-as-a-service applications are typically offered for a monthly fee, enabling organizations to better manage their technology spending. You can get a sense of what options are available by reading nonprofit software reviews.

When it comes to ongoing accountability, it's important that nonprofits harness all of the tools at their disposal - best practices, strategic oversight, and technology utilization - to ensure they are transparent at every step along the way. With smart planning and good software implementation, nonprofits can create fulfilling relationships with both their financial backers as well as their communities.

You can find more about nonprofit management best practices and software at the Software Advice blog."

David Matthew, ERP Analyst, Software Advice

How Learning Makes Us Feel

Mon, 14 May 2012 18:43:00 GMT

How do you feel when you learn something new and interesting? How does it feel to hear a new idea about how to do something that has challenged you? How does it feel to be with a community of your peers who are learning new things with you?

I think it makes us feel excited and happy. Learning makes us smile and gives us a sense of well-being that has a chance of lasting a while. Learning makes us feel hopeful and it makes us feel competent. At its best, learning gives us a feeling of inspiration. It gives us the feeling that maybe we can accomplish just about anything.

When we use what we learn for the first time all those feelings return. We feel triumphant. Once we have mastered something we have learned, it becomes part of who we are. The thrill and excitement diminish but the feeling of competence stays with us. In order to keep experiencing those feelings of inspiration and excitement, we have to repeat our moments of learning over and over.

When we become committed to continuous learning we assure ourselves of repeatable moments of excitement, well-being, happiness, and inspiration. Why wouldn’t we want to experience this more often?

If you are involved with a not for profit organization, one of the best gifts you can give yourself and your organization is to become committed to learning all you can about best practices and innovative approaches to becoming a great organization. Learn more, become more, enjoy more.

Walking the Life Balance Beam

Mon, 14 May 2012 18:44:00 GMT

How often do we use the phrase "I don't have the time"? Do you say it a couple times a week, maybe even every day? Our time is precious and limited and therefore should be taken advantage of. But how can we best balance our time? It is often difficult to juggle all of our responsibilities.

Simple domain goal setting can lead to greater production and happiness in a person's life. What do I mean by domain? Typically we have several domains in our lives that if balanced correctly can positively benefit the others. Usually these include areas such as family/friends, work/school, social/community, and spirituality. Whatever yours may be, write them down and identify how they may connect. Try to limit your number of domains to no more than 5 or 6. Next, prepare short and long term goals for each domain. Setting 30 day goals and 6 month goals for each domain is a good way to start. The idea is devote time and set goals for each which will lead to greater balance in one's life. Be sure to set high goals but not necessarily unreachable goals. You want to set a framework for success.

Once you have set goals next you need to establish a way of measuring each goal. Prepare a measurement for each goal that you set. For instance one of my goals in my family domain was to Skype with my younger brother more often. My measure for this goal was to Skype with him once a month for one hour. This way I can keep track of my progress or lack therof. Often times it is not the actual goal setting or measuring that is difficult for people to do; it is the documenting of the two. Make sure you write down your domains, goals (both short and long term) and your measurements. Keep your records together and refer to them regularly. If you are a techy person like I am, there is a great new app that helps with goal tracking. 43 Things is a free app for iPhone users to utilize in tracking personal goals. The cool thing about 43 Things is it allows its users to connect their goals with friends and contacts through social networking. This adds a separate motivation factor that allows others to comment when you reach your goals.

Ideally making progress in one domain will directly lead to progress in another. Achieving perfect balance is near impossible. The idea is not to achieve perfection but to make progress, grow, and further intertwine the important areas of one's life. Take baby steps and be patient. Remember it takes time, and often how we reach our goals is just as important as actually reaching them

Link to more information about the 43 Things iPhone app: http://www.43things.com/resolutions/iphone

Winning the Email War

Mon, 14 May 2012 18:44:00 GMT

Do you have days where it seems that all you are doing is reading, filing, responding or writing emails? I will be the first to tell you that my eye goes straight to the bottom right of my screen when my "new mail" ding hits my ears. But, I have decided to win the email war! I will no longer spend my entire day constantly toggling between what I am working on and Outlook -- and you don't have to either.

Here are some tips for winning the email war and spending less time with Outlook every day...

Unsubscribe. If you receive an email newsletter that you do not read then unsubscribe from it. Each newsletter should have (most likely at the bottom) an easy way to stop receiving.
Set up rules. Maybe you are not ready to unsubscribe, you just don't have time to read it when it comes in. Set up a rule that sends emails from certain senders or with certain subject lines to a specified "Read Later" folder. Microsoft provides step-by-step instructions for setting that up in Outlook on their website.
Schedule email time. Block out three (morning, afternoon and late afternoon) 30-45 minute appointments each day to handle your inbox. This will allow you dedicated time to read, respond, write and file your emails. If the message is that important the person would have called. If the "new email" pop-up causes a distraction it can be turned off.
Respond to emails with 24 hours. During your email appointment, if it is something you can respond to within a minute then do it right then. If not, set a task or reminder to handle it by the end of the day. Outlook allows you to set tasks and reminders so you don't forget to follow up. An email can be filed once the task and reminder has been set so you can get it out of your inbox.
Use contact groups. If you always find yourself sending emails to the same group of people then create a contact group. This will save you time and allow you to quickly add all the recipients to an email. They can be edited to add and remove members easily.
Quick Steps. Outlook 2010 has a new feature that allows you to quickly apply multiple actions to an email. With one click, Quick Steps can forward an email to a group or person with a preset subject line or file emails to a frequently used folder. The rules can be simple or complex, but all create a time saver. Step-by-step instructions can be found on the Microsoft website.

There are many ways to use Outlook to control the time you spend on email and maximize the time that you do, these tips are only a few. How do you control your email and keep it from taking over your day?

WIN: The Key Principles to Take Your Business From Ordinary to Extraordinary – a Book Review by Lorraine Faithful

Mon, 14 May 2012 18:45:00 GMT

A Book Review of WIN: The Key Principles to Take Your Business From Ordinary to Extraordinary, written by Dr. Frank I. Luntz

Add WIN to your “must read” list! This book addresses the philosophy, strategy, and language of winning from the perspective of America’s greatest winners inside and outside the business world. Author Dr. Luntz draws on three dozen private interviews with people who have made it to the top of their professions such as Mike Bloomberg, Arnold Schwarzenegger, Rupert Murdoch, Steve Wynn, Larry Bird, Jimmy Connors, Roger Ailes and many others. Hear their personal stories of success and how great communication skills contributed to their successes.

Learn the definition of winning and the 15 universal attributes of winners. Read about how to find out if you are people-centered. Discover how winners use nonverbal cues to help them persuade, and the top characteristics of successful CEOs. Delve deep into Luntz’s Nine Principles of Winning: People-Centeredness, Paradigm Breaking, Prioritization, Perfection, Partnership, Passion, Persuasion, Persistence, and Principled Action.

Dr. Luntz offers “Words That Work” to add to your language skills, and valuable information in each chapter’s “Luntz Lessons” to improve your communication and leadership skills. Each chapter offers practical tips and recommendations for leaders and wanna-be leaders to use in private meetings, public presentations or even television and other media appearances.

I highly recommend this book for anyone curious to know if they have what it takes to win, and to learn the words that work.

You may purchase this book through our website at http://www.nonprofitleadershipcenter.com/resources-recommended-reading.

Start With Why - a book review by Lorraine Faithful

Mon, 14 May 2012 18:45:00 GMT

A book review of Start With Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek

The premise of this book is that most people in business cannot identify why their customers are their customers, and why their employees are their employees, and therefore they don’t know how to attract more of each. Start with why, writes Simon Sinek. Start everything you do by first asking why you do what you do. The genius of this book is that it is that simple. When you can answer why you do something, your message reaches your customers and employees and you become successful. This is in part because people don’t buy what you do; instead, they buy why you do it, according to Sinek. Convey why your business does what it does and you turn into a great leader and your business turns into a great success.

Sinek says most every company knows what they do quite well, and most know how they do it very well, but very few know why they do what they do. Most of us don’t even think to ask ourselves why we do what we do. We settle with the ‘what ‘and the ‘how’ and we think that is all that is important or needed to convey to our customers and employees.

The why of what you do is your purpose, your cause, your belief. Identify the emotions attached to the why or the cause, and you can then convey a very powerful message. Sinek introduces the Golden Circle, a simple visual explaining a formula producing repeatable and predictable results. The levels of the Golden Circle of Why, How and What (with Why in the center of the Golden Circle) correspond with the major levels of the brain, including the limbic brain and neo cortex, with the limbic brain in the center of a second simple visual that corresponds to the Golden Circle. Where most people think from the neo cortex, inspired leaders think from the inside out, says Sinek. He explains that we access the limbic part of the brain to uncover the feelings associated with something. For instance, ‘gut’ decisions stem from the limbic brain.

Read Start With Why and find out how Sinek’s Golden Circle concept can benefit your business. I highly recommend reading this book because it will get you thinking about new ways to influence human behavior and it provides highly creative leadership skills.

You may purchase this book through our website at http://www.nonprofitleadershipcenter.com/resources-recommended-reading.

Recruiting Board Members: Common Sense, not Magic

Mon, 14 May 2012 18:46:00 GMT

Every not for profit organization needs a board of directors to lead, guide, and make decisions that support the mission of the organization and ultimately the community it exists to benefit. Many of us don’t know where to start or how to find good board members. We want someone to tell us where to go, what to do, and what the magic formula is to find good board members.

There is no magic formula to finding great board members. It takes time and patience. It starts with understanding what you are selling. This means you have to know your organization, why it exists and have the words to convey to others the importance of your work. This comes in the form of a mission statement, a vision statement, and an understanding of what is important to your organization.

From there you must know who it is you want on the board. So many of us settle for the first person who comes our way and is breathing and has a pulse. Others of us use an elaborate recruitment matrix and look for people to fill board roles from specific fields (e.g. architect, lawyer, cpa). In order to have a great board, think first about what qualities you want in the person. A lawyer with a big ego, who talks too much, and has little interest in the mission of an organization is necessarily a good candidate for the board. He or she is just a lawyer, not a great board member. On the other hand, someone who is very interested in the mission, who is a good listener, who is known to follow through, or who demonstrates leadership potential has the makings of a great board member.

The message here is that in order to recruit a great board you should start with the qualities or traits that make for good group dynamics, that make for people enjoying each other’s company while loving the work of the organization. These are the “must haves” of board recruitment. From there, you can move to the “nice to haves” such as someone with money, with connections, with a specific skill. Start with the traits that make for a board member who can lead, guide, and govern the organization. All good things follow from there. For great advice on board recruitment, I recommend the manual Board Recruitment and Orientation, A Step by Step Common Sense Guide by Hildy Gottlieb.

Board recruitment is an ongoing activity that requires the constant attention of the board. It requires focus and it requires patience, not desperation. With attention and patience, the right people will be identified and your pipeline of great board members will begin to develop.

Conflict of Interest - Not Necessarily a Bad Thing

Mon, 14 May 2012 18:45:00 GMT

When the majority of us hear the words “conflict of interest” in relation to a not for profit board of directors, we generally think there is trouble ahead. That is certainly possible, but it is not necessarily so.

Let’s start with the law. Florida Statutes 617.0832 very clearly tells us how to handle a conflict of interest on a not for profit board. Since the law tells us how to handle a conflict of interest, we should feel pretty comfortable believing that having a conflict of interest is not always taboo.

When we invite individuals to join our boards, we do so because they bring something of value to the organization. Sometimes it is their wisdom, but often it is their connections to resources, including products, services and people. Should we avoid doing business with a board member who has our best interests at heart and will give us the best price and the best service?

It depends. It has to be handled properly. Consider the public perception. Think about the potential consequences if the product or service has troubles down the road. Then, follow all best practices (as stated in the law) regarding documentation of the conflict of interest, documentation of other bids, abstention of the conflicted party from any vote, and having a majority vote of the board. Taking all of the right steps will insure that the conflict of interest is handled properly and that the best interests of the organization are well served.

Tribal Leadership - a Book Review by Lorraine Faithful

Mon, 14 May 2012 18:46:00 GMT

A book review of Tribal Leadership – Leveraging Natural Groups to Build a Thriving Organization, by Dave Logan, John King and Halee Fischer-Wright

Are you seeking to improve your (or your employee’s) performance, serve your market better and have a blast doing it? I’m sure that most everyone would agree that these are lofty goals and perhaps seemingly difficult to achieve. But Tribal Leadership gives us down-to-earth practical explanations of how anyone or any organization can easily achieve their highest and best use.

The authors say that every organization is a tribe – a small group or set of small groups (think of your cellphone listings or address book), and that tribes are basic building blocks of any large human effort, including earning a living. Birds flock, fish school, and people “tribe.” Tribal leaders are created in the tribal groups and make the difference between the performance level of tribes. “Change the language in the tribe, change the tribe itself.” Tribal leadership is a journey to understand themselves and people around them better, and as a result, know exactly what actions will affect their workplaces.

This book’s goal is for you to learn the tools to become a tribal leader resulting in a more effective workplace, greater strategic success, less stress, more fun, build a better organization and make an impact. Tribal leaders focus on culture and words people use and the type of relationships they form as well as behavior. It does not address beliefs, attitudes or other factors not directly observed.

Learn about the insights and vocabulary of a tribal leader and about five tribal stages described in this book. Find out how leaders can upgrade or move people and an organization from the lowest stage where the personal outlook is that “life sucks”, to the highest stage where people express the “life is great” and teamwork is achieved at its highest possible level.

I highly recommend this book to anyone who wants to improve their performance, serve their market and have fun doing it. Tribal Leadership can be purchased through our website at: http://www.nonprofitleadershipcenter.com/resources-recommended-reading.

Take the Time to Learn, to Think, and to Envision

Mon, 14 May 2012 18:47:00 GMT

Regardless of who you are, it is likely that you feel your work is all consuming and that you have more to accomplish than you have hours in the day. Maybe you feel guilty if you don’t take everything off of your to-do list at the end of the day.

As we begin 2011, my best advice to you is that you will get more done, if you stop every day to think, to envision the possibilities and to learn something new. Pick a time in the day that suits you, whether it is first thing in the morning, in the middle of the day, or before you end your work day.

Think about what is important to you. Think about what excites you in your work and what you long to accomplish. Think about how you can do more of what is important and how you can involve others to do that which really matters in your work.

Think about what could be next year. If it excites you, then think about it more often. You may have heard that the Strangest Secret (Earl Nightingale) is that you become what you think about. I believe that applies to organizations as well. What the leaders of an organization think and dream about is often what the organization becomes…good or bad.

Think about what you would like to know more about. Take the time to read something each day, even if it is for just five minutes. Education and learning are the keys to having more creative thoughts and more avenues for accomplishing success.

Many of us are not very serious about our learning. Once we finish school, we think that new learning will happen on the job or casually by osmosis. This may be true. Yet, our most successful leaders are those that know they must learn more and keep their minds fertile.

Promise yourself to learn more and think more this year. It will be good for you.

Delivering Happiness

Wed, 19 Oct 2011 01:24:00 GMT

I think that everyone that runs a business, including nonprofits, should read the book Delivering Happiness by Tony Hsieh (Shay), the founder and CEO of Zappo's. Zappo's is an online retailer which begain as the first online show store but now sells many other products. It was recently acquired by Amazon, but continues to operate independently.

The top goal on which Zappo's was built was to wow their customers with extraordinary customer service. They did no marketing on the belief that outstanding customer service would bring new and returning customers through word of mouth. They were right.

Zappo's built a company culture that is based on specific core values determined by Zappo's employees. They make decisions based on core values and hire only people that will fit the Zappo's culture. The culture they live is one that says that the company will be successful by delivering happiness for their customers, their employees, and their vendors.

Why can't all companies be like Zappo's? As nonprofits why don't we make delivering happiness to our clients, our employees, and our funders a top priority? All it takes is a lot of common sense and a commitment to the process of delivering happiness. Nonprofits all want to be the premier deliverer of services in their field. This is the sure path to accomplishing that goal. What can you do today to begin to change your company culture so that client, employee, and funder happness is your primary goal and a sure path to your success?

10 Ways to Engage Your Board in Fundraising

Wed, 19 Oct 2011 01:24:00 GMT

10 Ways to Engage Your Board in Fundraising

If you are a CEO, Executive Director or Development Director, then you need all the help you can get in resource development for your organization. Here are some ways to slowly but surely get your board members involved:

10. Know what you want and need from your board members.

Before you can engage your trustees in the work of your organization, you must be very clear every minute about what you want and what your organization needs. Trustees need a vision, big or small, to wrap their arms around.

9. Recruit with a plan and have clear expectations.

Ongoing recruitment of trustees is one of the most strategic and important jobs of the CEO in partnership with the existing board. Once you are clear about what you want and need, recruitment becomes properly focused. You must share your dreams for the organization, the projects that will get you closer to your dreams, and what is expected from the prospect if he she becomes a trustee for your organization.

8. Get to know your trustees. Understand the strengths and interests of each trustee so that what you ask of them matches what they can do.

It takes time but if you get to know your trustees, you will know what moves them and what their interests are. Spend time with your trustees and then match your needs to their interests. You will get much better results than throwing spaghetti on the wall and seeing what sticks.

7. Be clear about what fundraising or resource development actually means.

Fundraising is much more than asking others for money. The process of fundraising begins with establishing a personal emotional connection with the mission of the organization. From there, the process can be as simple as telling a story about something important your organization has done. Encourage your trustees by explaining the myriad of opportunities that are really fundraising and aren’t so scary after all.

6. Keep fundraising front and center at every board meeting.

At every board meeting find a different way to emphasize fundraising. Talk about the successes of individual trustees. Remind trustees about how crucial their involvement is to the ongoing success of your organization. Never let them forget that they are responsible to help and give them a sense of urgency and excitement about making things happen. Encourage them to take on small goals that will easily result in success.

5. Create opportunities for each board member to experience the mission personally.

How you do this will be different for each organization. Regardless of what your mission is, make it an expectation of each trustee that they will participate in or observe service delivery frequently enough to get a personal feel for the mission. Establishing a personal connection with the mission is the best way for each trustee to be able to speak to others about the work of the organization.

4. Teach your trustees how to tell the stories about your work; make them practice regularly.

Learning to tell personal stories is the one most powerful way that a reluctant trustee can begin to participate in resource development for an organization. It is also a powerful way for the trustee to experience success and positive feedback.

3. Start slow and with success build to more challenging projects.

What are some small ways a trustee can begin to engage in fund development for your organization? Here are some thoughts: Level One activities: writing thank you notes, calling to thank donors, hosting a thank you event. Level Two activities: conducting tours for the organization, speaking engagements at civic clubs, recruiting other trustees. Level Three activities: soliciting for auction items, obtaining a corporate sponsorship from the trustee’s employer, Holding a 50/50 raffle at work or at a party at home, writing a solicitation letter to friends and acquaintances. Level Four: Asking for a matching gift, following up by phone on a solicitation letter, making an introduction for an ask, etc. The highest level is direct solicitation for donations at higher and higher levels.

2. Don’t wait around for the board to initiate action regarding fundraising; you take the lead if you must to generate action from your trustees.

As the CEO, you are the coach of the trustees. As the coach, take the lead in encouraging, teaching, and pushing with passion towards more and more trustee involvement with fund development. Your passion for your organization must be infectious enough to break through to the most reluctant trustee.

1. Thank each trustee warmly, profusely, and genuinely.

Your frequent and genuine appreciation for the efforts of your trustees will result in more engagement and more willingness on the part of trustees to take more risks and get out of their comfort zone more often.

Dedicate yourself to this effort and you will no doubt see increased involvement in all areas from your board of directors.

The Board/Staff Relationship: Get Along or Move Along

Wed, 19 Oct 2011 01:24:00 GMT

The quality of the relationship between the board and the CEO is directly related to the ultimate success of the organization. The CEO inspires the board to act and to be accountable for their promises. The board encourages and supports the CEO to dream, to reach, and to keep making things happen in the face of multiple challenges. The job of the CEO is very lonely. Board members cannot be confidantes to the CEO, but they can be guardian angels and they can be saviors and they can be warriors for the organization.

When the CEO feels supported, it opens up waves of energy and passion that otherwise might not be there. When the CEO inspires the board, it opens up possibilities for action and resource development that might not otherwise take place. One without the other makes for a precarious lack of balance in an organization.

It is simple common sense to me that board members should get along with each other and with the CEO and that these relationships should be warm, respectful, and delightful. But it isn’t always the case. The reason for this is also simple common sense. Sometimes, personalities do not align. We don’t all naturally like each other. In the case of a board member and a CEO, it is a shame if there is not mutual liking, but at a minimum there must be mutual respect. We can all be respectful and it is a must between the board and the staff.

Another and more common reason for the board and the staff not to get along has everything to do with disappointment. Disappointment comes from a lack of expectations or a misunderstanding regarding expectations. The best way for a relationship to blossom is to have clear expectations and for both parties to help each other be accountable and meet their expectations as a team.

When the CEO is hired and during the CEO’s tenure, the expectations of the position are usually very clear: raise money, grow our business with quality, manage and inspire the staff, be a good steward of our money. When a board member is recruited the process often involves very little explanation of expectations to the board member. We are often so grateful to have an interested person with a particular skill join the board that we forget that with board membership comes board responsibilities. We all have very clear expectations of board members in our minds and hearts but often those expectations stay in our mind and our heart and are not put on the table for everyone to accept and own. This paves the path to disappointment when the board member doesn’t perform exactly as our mind and heart hoped.

CEOs often lament that they can’t get their board to fundraise. Fundraising is difficult for most of us. However, a board that is reluctant to fundraise may not have been told clearly, with no exceptions, that they are expected to give and get resources, including cash, for the organization. No one should join a board if they understand the expectation but are reluctant to accept the responsibility. Therefore, all board members who join a board must know the expectations, accept them, and be accountable. The solution to disappointment between the board and the staff about board member performance is clear up front statement of expectations and clear acceptance of that responsibility by the board member.

CEOs must engage their board members in meaningful work. This requires taking the time to get to know each board member. Meaningful work is what keeps board members happy and involved and is one of the major responsibilities of a CEO. Developing meaningful work for each board member according to their interests is an art. Each board member also has a responsibility to seek meaningful work and to make their interests known. In addition to meaningful work, the CEO must continually engage board member attention on crucial questions to the organization.

It has to be acknowledged that at times the board recruitment process fails and a board member who is not the right fit for an organization joins the board. When that is discovered, honest and respectful conversations must be held with that board member by the board chair and/or the person who recruited that board member about appropriate action including leaving the board. Leaving the board is a positive result for all parties when the fit isn’t right.

Lack of a clear strategy and courses of action often lead to the board micromanaging the organization. Micromanagement will interfere with a high quality board and staff relationship because it is not the board’s role to micromanage. It is the role of the board to provide guidance, direction, and collaborate on strategy. Execution is the role of the staff. When roles get unaligned, the relationship between the board and the staff gets strained. It is incumbent on board members to refrain from micromanagement and to make corrections if micromanagement has gotten out of hand. It is also important for the board to understand what is going on in an organization and to be vigilant so that potential fraud or mismanagement by staff is averted.

A dynamic, positive relationship between the board and the CEO is a wonderful thing, but the board must not fall in love with its CEO to the extent that oversight takes a back seat. Trust in the CEO is important, but oversight and accountability for governance rests with the board. Trusting the CEO so much that oversight is forsaken is worst practice and can lead to unfortunate results that negatively impact all of us in the nonprofit sector.

A cohesive board that understands its role and the expectations of individual board members and who focuses on the strategic issues most important to the organization along with a chief executive who is also clear on mutual expectations and engages the board in meaningful work and crucial governance questions provides the foundation for a solid relationship between the board and the staff. The result is a strong organization with a balanced team leading the way to success.

What Have You Done Today?

Wed, 19 Oct 2011 01:25:00 GMT

Most of us have to-do lists and we get pleasure from crossing things off the list. I feel a responsibility to every day move my organization forward in some way and sometimes wonder if my to-do list gets in the way of making progress.

Many of us have jobs that are very independent and that have ambitious outcomes associated with that independence. Whether you are a CEO, a development officer, a board member, a membership or outreach coordinator or any other position that impacts the success of an organization, we all have a responsibility to increase the resources, the people or the results associated with our organizations.

There are times when we hit a wall and feel like we have run out of ideas to make progress. That's when our to-do lists get full of things that seem important and fill the time. These lists and projects make us feel like we are doing what we are supposed to do and indeed moving our organization forward. In fact, we feel indispensable. But are we really moving forward with all the busy work?

Take a look at how you are spending your time. Every day, ask yourself what have I done today to move my company forward? Be honest. If your to-do list only includes activities that are equivalent to running in place, it's time to reevaluate.

Moving forward can happen in very small steps but it has to happen every day. You will know and feel progress when you see it. It can be as simple as making a phone call to set an appointment or as grand as writing and submitting a grant application. It is critical that you know what needs to be done to make progress and that you know what role you play in making things happen. Finally, commit to doing at least one thing every day that moves your company forward towards the goals you know must be achieved.

Fair Pay for Great Work

Wed, 09 May 2012 14:42:00 GMT

I was involved in a project recently with a group of business people who were not overly familiar with the nonprofit sector. The project was to identify a nonprofit that was well run and employed what the group perceived were best practices. Nonprofits had submitted many documents to help the group make their decision.

What I found interesting in this group is what they thought was most important. The two things of most interest to the group of (for profit) business people were CEO salary and the administrative cost. In this process the administrative cost was determined purely as a percentage without consideration of each nonprofit’s particular situation.

One nonprofit was excluded solely because the CEO’s salary had just slipped into six figures. This CEO had served for 25 years in that position and had consistently grown the organization. Many other organizations were excluded solely based on a subjective observation that their overhead was “too high”. “Too high” was never quantified. I know this is appalling for those of us who understand what it takes to run and grow a nonprofit organization with excellence.

Then, recently, I was in a meeting with nonprofit CEOs. The first topic that was mentioned is how the nonprofit sector could work on changing the public perception about nonprofit CEO salaries.

It is surely not an easy task. I recommend the book Uncharitable by Dan Pallotta for a very insightful description of the puritanical beginnings of the nonprofit sector. Because of this history, the public perception is that nonprofit staff make a choice to work for less and that because it is a charitable organization, employees don’t deserve pay that is comparable to the for profit sector.

This view holds communities back. The nonprofit sector is a powerful business force in most communities. Not only as an employer but as a purchaser of products. Growing our sector supports communities economically and socially. To grow the sector and its impact, talented people are needed. Talented people will stay in their jobs when they derive satisfaction and are fairly compensated.

It is good business sense for our communities to pay our nonprofit leaders a salary that is commensurate with their performance. It is the leader of a business (for profit or not for profit) who makes things happen. It is the leader who is accountable. It is the leader who performs his or her role with excellence who should be appropriately compensated. Leaders in the nonprofit sector accept their positions because of the challenge, because they care to make a difference, and because they want to run businesses that grow and thrive.

It is a mistaken notion that nonprofit CEOs should receive limited pay. If the public believed this about for profit businesses, our economy would be in worse shape than it is now. Leaders deserve fair and appropriate compensation commensurate with their performance. Spread the word.

Speaking Your Mind

Mon, 14 May 2012 18:47:00 GMT

The role of a board member in a nonprofit organization is to govern and guide the organization to achieve its mission effectively. Board members have the care of the organization in their hands as representatives of the public trust.

With that in mind, their wisdom and experience is necessary in order to reach the right decisions. Why is it then that board members are often reluctant to speak up during difficult decisions? It takes courage to ask difficult questions and it takes even more courage to disagree with what the majority may be saying.

Board members are human beings and as humans we fear rejection and we fear being wrong. Board members often feel that they may not know enough to express an opinion. Or, a member might think that others are right because they have served on the board for longer.

Please, board members, speak your minds fearlessly and respectfully. Every organization deserves the benefit of the wisdom around the table. It is these nuggets of fearless wisdom and questioning that will drive the right decisions. Silence has killed a lot of people in the history of the world. Don’t let silence based on fear of being wrong damage your organization. Our organizations deserve better than that.

You Don't Know What You Don't Know

Mon, 14 May 2012 18:48:00 GMT

There is no greater gift to a nonprofit organization than a board member who is motivated to be involved in his own education. When most of us join a board, we think that we bring a great deal of wisdom because of our backgrounds in business, education, or whatever our field of work is. We believe that we are sufficiently prepared because we excel in our own fields. Often we don’t realize there is so much more to board membership.

Naturally, we know that as a board member it is not only our talent, but our time and treasure that we must give to our nonprofit organization. The problem is that most of us don’t know what we don’t know. As a result, not all board members realize that there is much to learn in order to be an excellent board member. Not all board members realize there is a robust body of knowledge easily accessible through in- person classes and online.

And what is this knowledge that we don’t all know about? How many of us as board members know that we are stewards of the public trust; that, legally, we have a duty of care, loyalty, and obedience? And what does all that really mean for each of us personally? No one teaches us the deep responsibilities of board membership unless we take it upon ourselves to learn and own our own education…all for the greater good.

Welcome to NLCTB!

Mon, 14 May 2012 18:48:00 GMT

Welcome to the Nonprofit Leadership Center of Tampa Bay's (NLCTB) first blog! Our recently launched new website www.nonprofitleadershipcenter.com now includes a new blog feature to be updated regularly.

At NLCTB we teach nonprofits the skills to run their businesses through affordable training, coaching, and online resources. Each week our blog will talk about best practices in the nonprofit sector. We will question conventional thinking and talk a great deal about leadership.

We want to tell the world that nonprofits are businesses and that nonprofits should not be non profit. In order to grow and meet their missions nonprofit organizations must make a profit. This is our inaugural message and we will expound on this many times as we give our opinion about success factors in the nonprofit sector.

Stay tuned!

Grace Armstrong, CEO
Nonprofit Leadership Center of Tampa Bay