I say rookie with all due respect. I know there are many readers who are new to the work and others that have been at this quite a while.
Yet we often keep making the same mistake.
The notion that “you” can do it alone is an old model of individual, heroic leadership that has stalled out the social sector.
Not you as an individual, rather the same cast of characters on the board and the ED that do most of the heavy lifting.
Here’s how it usually goes. There are 3-5 time-consuming activities throughout the year that need a lot of attention:
- The gala or signature event,
- The annual giving campaign (or the letter you send out),
- A strategic or fundraising plan (that many organizations don’t have, but it’s on the list stressing everyone out.)
When I look at this list, I cringe at the idea of some of them, and not others. That’s because of my personality and skillset. Please don’t put me behind a complex spreadsheet. The result won’t be pretty.
The other dilemma is a lack of time and energy. The powers that be simply don’t have time to make it to the bathroom let alone chair or participate in a new initiative.
What’s a committed, caring nonprofit leader to do?
The first thing is to change your mindset. It doesn’t have to be a board member or insider that does all the work. The ticket is bringing outsiders in.
My rant about doing it yourself
In my early days as an ED, I was right there. The same people (including me) were doing most of the work resulting in burn-out and at times resentment. It was part of my narrative and that of most of my colleagues.
Then there was the martyr syndrome.
This was true for raising money as well. There were usually a few board members or donors that made a gift each year larger than others. And the budget depended on it.
Leslie Crutchfield and Heather McLeod Grant put it well in their book Forces for Good. They researched the 12 most high impact organizations and what they shared in common.
“No single ED or small cadre of board members can possibly have as much impact by hoarding power, relationships or information, or by making himself or herself the decision-making bottleneck.
In fact, it’s only by giving power away and empowering others do effective nonprofits develop networks large enough to create sustainable change.”
Here’s the thing. You can build your capacity by asking people that you already know to help. Although some forms of capacity building require money, this does not.
Turning Outsiders into Insiders
This is the only way out of your misery.
The fact is, there are people out there that care as much as you, and if asked, would gladly bring their unique gifts, talent, creativity, and resources to the table.
Why not find them and let them help?
It does mean giving up power and it can be messy.
That comes with the territory and it’s the 21st century way of leading.
When you excel at engaging people from the outside of your organization – as volunteers, donors, advisers, supporters and evangelists, you will go beyond building a community among internal staff and board.
This takes time, effort, and making it a priority. The result is worth it. At the end of the day, you will mobilize the public for greater good.
Step 1 to getting help
Think about one big project or task that you’re too overwhelmed to begin. Look at your donor list and think about friends and colleagues of the board.
Who has the perfect skillset to help you think through where to begin?
It’s ok to be vulnerable and ask for help. It’s an honor and a compliment to be considered a person that has the smarts to make a difference.
Call and ask them to coffee to help you look at a problem that has you stumped. Let them know you value them, and that their perspective would be hugely helpful.
Do you have a problem and someone with the skills and interest that could help? I bet you do.
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