May 2010 – Page 4 – Management Library

May 21, 2010August 17, 2022

What’s a Nonprofit “Program”? Really?

Volunteers participating in a nonprofit reading program

Too Often, What We Call a Program, Really Isn’t

If you spent the day guiding old ladies across the street and someone gave you a dollar for doing it, would that mean you’re delivering a “program?” What many people call a program is too often just a sporadic set of disconnected activities — it’s not really a program.

So What’s a Real Nonprofit Program?

A program is:

A highly integrated, ongoing set of activities,
Aimed to meet a verified unmet need in the community,
By accomplishing certain outcomes among clients and
Using sufficient evaluation to verify that it’s meeting that need.

The quality of the program depends on

How well resourced the program is with people, funding, facilities, etc.
How well the nonprofit responds to results of evaluations to improve the program

A program closes the loop — it hears back from its clients to verify if the program is indeed meeting the needs of the clients AND the needs of the community.

What do you think?

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For more resources, see our Library topic Nonprofit Capacity Building.

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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning.

May 21, 2010February 18, 2022

When Strategizing, Use “Sanity Solution”

Over the years, I’ve noticed that when things get really tough or it’s difficult to identify strategies during planning, there are always three strategies you can try. My clients seem to love it when I describe the Solution to them. Try it yourself.

Strategy #1: Try Get More Resources?

This is the most popular, but usually the least successful and the most maddening. This strategy, more than the other two, usually results in working harder, rather than smarter. Inexperienced leaders usually prefer this approach, thinking that if only they could get more money or more people, then they’d throw more quantity (not necessarily more quality) at the problem. Experienced leaders usually opt for one of the other strategies.

Strategy #2: Extend Deadlines to Get Things Done?

Ironically, this is the approach that’s most frequently used – and used by default. Regardless of our plans in life, reality usually overtakes them – and we become so busy doing other things, that the deadlines in our plans tend to slip. Sure, we lament that deadlines have slipped (if we even admit that to ourselves), but still we’re a little relieved – and surprised to realize the world hasn’t crashed around us.

Strategy #3: Reducing Our Expectations?

In today’s hectic and goals-based world, even the mere mention that we should do less very often evokes strong reactions from others, especially from bosses and collaborators. “Well, aren’t you a leader? Then do more with less! Motivate yourself and your people!” The irony is that very experienced leaders have learned that you’re often far better off to do a few things very well, than continue to live with the continued frustration and disillusionment over unsuccessful attempts to reach unachievable goals.

So the next time you’re in a tough situation, think of these three strategies – what I call the “Sanity Solution”. Think especially about strategies 2 and 3, and live a longer and saner life.

What do you think?

May 21, 2010August 17, 2022

Are You Doing OD? Training? Consulting? Coaching? All of These?

OD vs. Training – Or Is It?

I’ve watched over the years as various fields and professions form firm interpretations of others. For example, many Organization Development practitioners almost look down on training as scoped to working only with individuals and not the broader context of organizations as does OD (by the way, we OD’rs prefer that you capitalize the name of our field 🙂

Yet when asked for definitions of OD, they seem loathe to scope the role of OD at all. If definitions of OD are offered, they usually assert that OD is based on changing systems, especially through use of systems principles. They’ll even assert that OD can include training, as well as many other “interventions,” such as coaching and facilitating.

Coaching vs. Consulting – Or Is It?

Similarly, many coaches see consulting as being limited to giving advice. When asked for definitions of coaching, they assert that coaching is always being other-directed and based primarily on questioning. They might add, “So coaching is not consulting. It’s coming from people, rather than at them.”

Do We Tend to Glamorize Our Own Work?

Yet trainers are some of the most systems-based people I know – those skills aren’t limited to OD. Effective trainers in a group setting can transform a group of people. So, if the trainer is especially effective, is the trainer now an OD practitioner? Also, OD can include training, but does that mean the practitioner is no longer doing OD when he/she is merely “training”?

Similarly, an effective consultant can have a big bag of tools, just like an effective coach. A consultant can use questioning (“coaching”?) and advice (“consulting”?), depending on the needs of the client and the context of the project at the time.

I’m not claiming we always have the wrong definitions of these fields. I think the ongoing exploration of each field is to advantage of ourselves and our clients.

However, I am suggesting that we be as fair when describing other fields as when describing our own.

What do you think?

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For more resources, see the Library topics Consulting and Organizational Development.

May 21, 2010March 22, 2023

Informal Learning and the Silent Trainer #2

In a previous post, I discussed the need to not ignore the informal learning systems that are working within your organization. Research indicates that 70-80% of all learning comes in the form of informal learning; however, it seems to be largely ignored in training and HR departments across organizations. (By the way, if you are already thinking of ways to formalize informal learning, you are missing the mark.) Consider some of the characteristics of informal learning:

It is something that is not highly conscious
It is part of a daily routine
It is self-directed and is often triggered by either internal or external motivation
It can be unintended, casual and unplanned

The people within your organization are learning every day by watching, observing, talking and listening to peers, supervisors, customers or clients, and vendors. Their behavior is heavily influenced by what I like to call the silent trainer in the organization, otherwise known as the culture of the organization. So what is your culture teaching your employees?

The handbook and training manuals can be full of best practices, respectful workplace behavior policies, and conduct guidelines. During the new hire orientation, training sessions, monthly meetings, and written communications, you may repeat these policies and guidelines. You may even have employees complete a number of acknowledgement forms to prove you covered the policies. Further, you most likely ensure that you have the best of the best training professionals, mentors, and others teaching these and even modeling these policies. As an HR pro, are finished at that point?

If you answered yes, then you’re missing the mark, again. The more important thing to monitor and measure is what happens in the real world? What happens out of your HR headquarters or offices? What’s going on in the field? What is the culture teaching your employees?

Your thoughts are always encouraged and welcome!!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

May 21, 2010April 29, 2022

What Is A Mature Organization?

(Adapted from an Article on “Founders Syndrome) Written in 2004)

In his blog, “Consulting Skills,” dated April 23, Carter McNamara asked, “What is a Mature Organization.” I’d like to try and answer that question from the perspective of a fundraising consultant.

I have to base my “answer” on a couple of basic concepts — that a NPO can’t function effectively (no less raise money) without:

1) A set of operating parameters (i.e., by-laws) that enables (and doesn’t prevent) an organization from operating in a manner that is most (cost-)effective and best serves the needs of those being served. Including:
• Term-limits for board members – as the “community” changes there is a real need to have board members who understand the cultures and the needs of the various segments of the community
• Procedures to ensure that board members are selected based on both the current and anticipated needs of the NPO
• Job descriptions for board members and board committees
• Provisions for board member evaluation, training, and removal – to include a focus on the fundraising process and their roles in it
• A clear statement that the CEO (an employee — paid or not) takes direction from the board, IS NOT A MEMBER OF THE BOARD, and can be replaced if s/he doesn’t observe the policies set by the board (This issue does not directly impact the fundraising process, but it’s a pet peeve of mine and I wanted it said!)

2) A set of policies that delineates:
• From whom the organization will/will not accept support
• The types of gifts it will/will not accept
• The types (with examples) of recognition it will/will not grant
• How contributed funds will/will not be retained/spent/invested
• How mission, vision and ethics will impact decision making

And, if in addition to the above, a NPO has a balanced/diverse fundraising program – an appropriate mix of funding sources (foundations, corporations, mass solicitation, special events and major gifts) – without reliance on “fundraisers,” then I’d probably consider that NPO to be a mature organization … from a fundraising perspective.
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Have a question about starting or expanding your fundraising program? Email me at AskDCA@Major-Capital-Giving.com. With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, we’ll work to answer your question.

May 20, 2010August 17, 2022

“Core” Coaching Skills — The 20% That Get’s The 80% of Results

from guest writer Carter McNamara of Authenticity Consulting, LLC

Many Coaching Models Have Certain Approaches in Common

About 15 years ago, I had the privilege of studying a variety of coaching models. When people asked me which model was best, I always answered that it was the last model I had studied.

Each model seemed tremendously powerful — because each had certain practices in common. I came to realize that those common practices in coaching seemed to make the biggest difference for those being coached. I came to call them “core” coaching skills. Since then I’ve incorporated them into a process I call “peer coaching groups.”

“Core” Coaching Skills — The 20% That Gets 80% of Results

I had realized that the experience of having someone —

Ask me what’s important to me now, what do I want to accomplish.
Ask me questions about how I came to identify that priority.
Ask me what success would look like if I addressed my priority.
Ask me about my nature, how I like to work on priorities in my life.
Ask me what relevant and realistic actions I might take to address my current priority.
Ask me what I’m learning as I’m working to address the priority.

— was extremely powerful. All of the models seemed to include this or a very similar sequence of questioning.

Core Coaching Skills Are Accessible to All

The process is so clear and straightforward to apply that almost anyone can be of tremendous help to another person, to members in a group — or to him/herself by posing those, or similar, questions.

That’s one of the features that makes the coaching process so very powerful. I’ve watched 100s — if not 1,000s — of people around the world use core coaching skills to help others transform themselves and their work.

Many people might strongly criticize me for suggesting that coaching is a simple process. I’m not suggesting that. I’m suggesting there’s a central set of techniques is very powerful. Certainly, these can be embellished in many ways — and an explosion of coaching schools have done that.

I’ve watched as the field has become a profession for many, including codes of ethics and credentialing. I look back very fondly on those early years where so many people watched this wondrous new field become so popular to so many — and for good reason.

What do you think?

For more resources, see the Library topic Personal and Professional Coaching.

May 19, 2010March 28, 2023

Is Social Franchising Right for Us?

We occasionally come across organizations considering franchising as a strategy for developing a social enterprise.

A franchisor is a company that has a successful product or service, business model and recognizable trade name (think chain stores), which it offers on a continuing contractual basis to other businesses (its franchisees), for a fee.

The advantage of participating in a franchise is that it allows an entrepreneur (social or otherwise) to focus their efforts on operating a business that already has a successful business model and track record.

In rough terms, franchising in the US accounts for more 750,000 establishments, ~10 million jobs, and more than $1 trillion in sales. And, for the nonprofit sector, Social Franchise Partners, an offshoot of Community Wealth Ventures, was created by Billy Shore to help more nonprofits become franchisors as a strategy for generating resources as well as social impact. A couple of years ago they published Streams of Hope, which provides extensive information and case studies on how franchising works and how to determine if it’s the right thing for your organization.

For a very small number of social enterprises, franchising might be the way to go. But for most others, the cultural gap is so great between the franchise model to pursue personal wealth at almost any social cost, and the social enterprise model to pursue both social and organizational financial stability, that we have seen more failures than successes on this path. Presently there are about 100 nonprofit franchisees in the US.

The Streams of Hope publication can be downloaded for free. So if you’re at all interested in franchising (or just curious), take a look and decide where to go from there. Franchising is not for everybody, but perhaps it’s just right for you….

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Copyright © 2010 Rolfe Larson Associates – Fifteenth Anniversary, 1995 – 2010
Author of Venture Forth! Endorsed by the late Paul Newman of Newman’s Own
Read my weekly blogs on Social Enterprise and Business Planning

May 19, 2010August 17, 2022

Calling Richard Blumenthal a Liar

I’ve had a fun day! Over at my Bernstein Crisis Management Blog, I posted an open letter to Connecticut Attorney General Richard Blumenthal, the increasingly infamous teller of tall tales about his alleged Vietnam service. The shy title of my blog post?

Dear Richard Blumenthal: You’re a Liar

Practicing what I preach, I then Tweeted about it and also let some media who have interviewed me in the past know about it. In the context of “common causes make for strange companions,” one of those media outlets was the Laura Ingraham show, and they re-ran my blog post on their blog and are mentioning it in their ezine.

So far Mr. Blumenthal hasn’t called to indicate he accepted the challenge with which I closed the blog piece. What a surprise.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. and author of Keeping the Wolves at Bay – Media Training. He’s also a Vietnam-Era vet who chooses not to lie about his service experience.]

May 19, 2010March 22, 2023

The Chemistry is Necessary if You Want to Win

Black ceramic mug with a quote on winning

Since moving to Cleveland ten years ago, I have watched many disappointing seasons for Cleveland sports teams. A common statement heard by Clevelanders all over the city every year is “this is our year.” Every year could be the year for multiple Cleveland teams including the Indians, Browns and Cavs and every year seems to bring disappointment and frustration for the fans, players, and owners alike. The most disappointing and frustrating event for me thus far was the Cavaliers loss in Eastern Conference Semi-Finals to the Boston Celtics. Cleveland fans all over watched the final three games of the series in disbelief and shock. How could a team with that much talent suffer such a devastating loss in game four? The loss was so disappointing that the fans actually booed their home team.

For those who watched the Cavs during the regular season and during the previous series, there was an obvious difference in performance of the team. While some fans even questioned the pre-game antics and the unspoken language the team had seemed to develop in the regular season, they couldn’t question the results of the winning team. There was an obvious chemistry that existed among the talented members that seemed to vanish in their final series of the season. While there has been much speculation and a host of rumors that has circulated around the reason, those outside of the organization are still clueless as the catalyst of this change.

You may ask why I am writing about the Cavs in a human resources blog. The answer is simple; the Cavs didn’t lose because they lacked the talent to win. Building the most talented team in your industry doesn’t guarantee a win in crucial moments. The team has to work together toward the same goal. There are a host of reasons that teams lose their chemistry. The challenge is to identify when it’s happening and find a solution before the big game.

What thoughts do you have? What have you done in your role to build team chemistry?

Your thoughts are always encouraged!

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For more resources, See the Human Resources library.

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May 19, 2010August 17, 2022

The Spirit of Appreciation

A thank you card on a table with a gift box

One spiritual practice that I continue to learn about and grow into is the practice of gratitude and appreciation (I’ll be writing a lot about this topic). When we are in a state of appreciation we are transmitting some of the highest and most spiritual energy vibrations as possible. As appreciation elevates our own energy levels, our energy levels with others elevates as well. We then attract more of the kind of energy we are putting out there. Like Louise Hay says “the more grateful you are the more you have to be grateful for.”

One author who has taught me a lot about appreciation is Mike Robbins. He wrote a book Focus on the Good Stuff. In his recent blog post and audio message he shares with us wonderful insights on appreciating the simple things. You’ll want to check his blog out.

One of the insights he shared was to be easily impressed. This happened to me this morning as I went with two of my sons to the grocery store. I was easily impressed with my experience. I shop at a large grocery store in Minnesota called Cub Foods. It’s a do-it-yourself approach when it comes to bagging your groceries and bringing them out to your car. Yet today I had multiple workers who had the spirit of appreciation in their mindset at work to help me out. One of the workers helped me bag my groceries and I even had two gentlemen fight over who was going to help me take my other cart (yes, I needed two carts since my boys took up most of the first one) to the car. He also helped me put my groceries in my already full car. I’ve only had this happen to me one other time at this store in the ten years I’ve been shopping here. The other time it happened was within the past couple of months. I believe what’s happened is that I’ve recently been easily impressed with Cub and raised my energy level to a state of appreciation when I shop there. Thus, I’m then attracting those to help me as my spirit of appreciation flows out to others.

How can you grow your spirit of appreciation in the work that you do? What simple things do you appreciate? How will you be easily impressed?

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For more resources, see our Library topic Spirituality in the Workplace.

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