by Susan Detwiler | Apr 25, 2016 | leadership
Last night I dined with the interim dean of a college. As we talked about the role of an interim, she pointed out that one of the most important questions an interim can ask “ actually ANY new executive “ is Why? Why? asked with genuine curiosity. Not why the heck would you ever do this? but just, why are things done this way?
Customs, traditions and ways of doing things build up over time until the original rationale is lost. The person who first instituted a procedure is no longer there. Circumstances, personnel, resources and society have changed, but the process has become so habitual that it’s just normal procedure.
The new CEO of Target, Brian Cornell, used this powerful question to completely remake the chain of stores over the two years he has been at the helm. At a time when so many department stores are having a hard time, Target is flourishing.
He did it by asking questions. With the advantage of being new, he was able to look into every aspect of the stores and ask questions to get at root causes. Going beyond finding those causes, though, he continued asking questions.
Looking at ourselves with fresh eyes isn’t always easy, but what if we put ourselves in the place of that interim or new executive, looked around, and asked, why?
If why sounds accusatory, there are other ways to ask:
- Tell me about this process. How did it start?
- What prompted us to start doing that?
- What are we trying to accomplish by doing this?
- How does doing this help our mission?
Note that US and WE and OUR, not YOU or YOUR, makes it about all of us and the organization, not a single individual.
Real curiosity is the key. Discovery — without first thinking you have a better way to do it.
For board members, this means listening to the newest members; encouraging them to be curious. And not being defensive when they ask. Join together in the discovery.
It’s the first step in letting go of what made you great, so you can envision new ways of creating change in your community.
Just like the real estate agent helps you see what you’ve overlooked for years, fresh eyes can help us see the procedures that have solidified into place until they are invisible to us. Only then can you change them.
Follow me at The Detwiler Group for more about nonprofit governance, education and strategic planning, or reach me at sdetwiler@detwiler.com.
by Susan Detwiler | Mar 28, 2016 | governance
When you recruit for your board, do you tell them that all they have to do is show up to meetings, read some reports, and vote on some things?
Or do you challenge them to be active participants?
In the for-profit world, it’s recognized that promoting human values can be inspirational. As Sue Bingham wrote in SmartBlog,
To create an inspired, high-performing workforce, leaders should promote five basic human values: positive assumptions, trust, inclusion, challenge, and recognition.
But you can’t cherry-pick among the values. Employees can’t trust each other if they’re not included in the conversations. They won’t be challenged if you have negative assumptions about their abilities. They don’t feel valued if you don’t recognize their passion and skills.
The same is true for your board members. If motivated employees achieve more when the bar is set high, how much more might this be true for individuals who volunteer for a cause in which they believe?
It begins with recruitment.
A board of motivated individuals starts before they join the board. How you recruit board members makes a difference in how successful your organization can be. When you first approach a prospective board member:
- Can you articulate the purpose of your organization “ your WHY?
- Can you articulate what the board is trying to do?
- Do you show prospective board members the latest strategic plan and ask what they think?
- Do you ask them how they want to contribute to its success?
- Do you tell them about the excellent people they’ll be working with if they join the board?
- Do you ask them to share what it is in their own life journey that makes them passionate about your cause?
Asking questions like these engages your prospective board members in the future of the organization. It sets them up to be active participants in the work of the board.
Then, at the start of their board service, give them the opportunity to share their answers with each other and the existing members of the board. Magnify the engagement and ask existing members to share as well. Far from a touchy-feely exercise, shared stories build trust and camaraderie that carries through to working together.
Then challenge them to set their bars high. Your new board members “ and the existing board members – are motivated to achieve the plans. Together, they can find ways to surpass any turbulence they might encounter in their execution.
For more tips about building an engaged board, strategic planning, and board-executive partnership, follow me at www.detwiler.com, or reach me at sdetwiler@detwiler.com.
by Susan Detwiler | Mar 15, 2016 | governance
You’re smart, you’re passionate, and you know a lot of people.
Chances are, sooner or later, you’re going to be asked to sit on the board of a nonprofit.
Now what?
Before you say yes, here are some conversation starters to help you make up your mind:
Tell me about the organization:
- Why do you exist?
- What’s your vision for 5 years from now? 10 years from now? What mountain are you trying to climb?
- What are you most proud of?
Tell me about the board:
- Who’s around the table?
- Does everyone have the same vision?
- Does everyone participate in making that vision a reality?
Tell me about your board meetings:
- What do you talk about at the meetings?
- How often do you talk about the future?
- Are your financial discussions about what you can’t do, or about what you’re going to do with the money you raise?
There’s nothing wrong with joining a board that desperately needs your help. You just might be the addition they need to turn the corner and begin imagining what they CAN do, instead of what they can’t.
And it can be exciting to join a visionary board. You have the opportunity to create the future with others who face forward.
Just be sure which one you’re doing!
by Susan Detwiler | Feb 8, 2016 | governance, leadership, nonprofit, Strategic Planning
You probably spent time and money developing a strategic plan. Your board voted to approve it. Perhaps a board committee created it; maybe your executive director and senior staff.
Where is it now? That big report sitting on the shelf isn’t going to do your organization any good if it’s not a living document.
When did you last pull out the strategic plan and track your progress toward your goals? When was the last time the board spent more than 10 minutes discussing that progress?
It’s a lovely plan, but¦..
A plan without discrete steps, a timeline and accountability isn’t a plan. It’s a wish list. Here are a few tips for maintaining your progress, so that 3 years from now you can look back and say, We did this!
- Make sure you have the will to accomplish the plan. This may seem obvious, but it’s often the first pitfall. It’s a lovely plan, and really, this is what we want to accomplish. But¦..we don’t have the money; the time; the people; the skills¦..whatever. If you truly commit to the plan, then you find the money, the time, the people, the skills. It may not happen immediately, but it will never happen without making that commitment.
- Make sure that someone is accountable for each step of the plan. They may not be the person who actually, physically does the work, but someone has to be on top of whether it happens or not. Otherwise, everyone thinks it’s someone else’s job.
- Have those accountable people regularly report to the board. The entire board voted to move ahead with the plan; the entire board should be invested in whether the plan is being accomplished. If you have to report regularly, then you get it done. If it’s not done, then here’s your opportunity to talk about how to get back on track.
If anything is certain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow. Phil Crosby
- Regularly set aside time to discuss the overall progress, not just individual steps. Is the plan still relevant? Do new circumstances warrant changes? No matter how good your plan is, you can’t foresee everything that might happen in the course of three years. The government may cut funding. You may receive a huge bequest. Some new research may come to light.
- Celebrate the milestones. It took a lot of work to craft the plan. It takes even more work to execute it. Recognize that work and what you accomplish. Tell your stakeholders about your progress. Let these celebrations create momentum to lead you to even higher heights.
Engage your board in keeping the strategic plan a living document. It may sit on a shelf, but it won’t get dusty. You’ll regularly reference it in board meetings, and watch the progress toward your goals. Potential board members will see your commitment, and want to be a part of your growth.
Theodor Herzl wrote,
If you will it, it is no dream. And if you do not will it, a dream it is and a dream it will stay.
The first step is commitment. If you have the will, you can accomplish the rest.
by Susan Detwiler | May 21, 2015 | leadership
Wow! So much to celebrate! Look how much we accomplished!
Last night I attended the 40th anniversary of the founding of an organization and celebrated with the people who made it possible. I’m not even a member and I’m still on a high from the event.
Instead of lengthy speeches, there were interspersed 5 minute videos with clips of tributes and photos. They were filled with smiles, accomplishments and triumphs over adversity. Early in the evening, the audience began nodding and reminiscing, sharing their memories, and laughing over shared experiences. Plenty of time and space were created for mingling and sharing.
The organizers made sure that everyone could feel a part of the event and a part of the celebration.
Celebrations are powerful!
Celebrations are not just for 40-year anniversaries. Every step of the way toward our future, we have to remind ourselves of what we’ve already accomplished and celebrate the milestones.
Board meetings are so often about challenges and change. Committee meetings are task oriented. What happens if you first celebrate triumphs and create a positive frame of mind before tackling a big job? According to Richard Boyatzis, of Case Western Reserve, a positive frame of mind can influence how receptive people are to new ideas. This is particularly important for leaders.
Working with boards and committees, I often begin by reminding them of all they’ve already accomplished before they spiral into the negative. The difference can be dramatic. Board members in one organization continually talked about problems they faced in getting new members. So I researched the history of the organization, specifically seeking out occasions in which they had triumphed over some adversity or introduced an innovation.
I opened the next meeting talking about how amazing they were, to have been able to accomplish those things. I reminded them of the legacy they had inherited of earlier boards that had the foresight to create a long running program. Body language changed. Individual board members started remembering challenges they had overcome. When it came time to address the membership question, they were much more receptive to new ideas and new ways of thinking about their community.
Celebrate! Begin board meetings with a litany of what has gone right, instead of wrong. You will still have challenges, but you’ll be in a much better frame of mind for contemplating new ways to overcome them.
Enjoy and appreciate all you’ve already done!
What do YOU have to celebrate? If you’d like to talk about how to bring a positive energy to board retreats and staff meetings, let me know.
With appreciation to Three Dog Night and their song: Celebrate!
Recent Comments