by Susan Detwiler | Jan 27, 2012 | governance, leadership, management, mission, nonprofit, Standards
One of the Standards for Excellence states that
“Board membership should reflect the diversity of the communities served by the organization.â€
But what does diverse mean? In the early days of affirmative action, there was a water cooler joke that to get hired you needed to be able to check off certain boxes – black, Hispanic, female, with an Asian surname. The more boxes you could check off, the more likely your resume would be read.
Wow, is that dated! Not to mention extremely offensive! That’s not diversity, that’s tokenism.
Instead, look at what a Board Source white paper Does Board Size Really Matter says about diversity versus inclusivity.
Increasing diversity in itself cannot be the ultimate goal. The goal must start by understanding the power of difference — searching for the perfect mixture of attributes, using what individuals have to offer, negotiating for the best solution. Being inclusive of diverse opinions and approaches is the solid foundation when building diversity.
Of course, every organization is different, so mandating a list of skills, attributes and perspectives isn’t possible. Instead, what do you need from your board in the way of passion, viewpoints, talent, skills, and contacts?
Only after you’ve figured this out, should you go out and engage prospective board members of all kinds. Board members who are collectively inclusive of a diverse constituency will be your best defense against stodgy ‘been there, done that’ mentality.
But merely checking off boxes doesn’t do it.
If you’d like more information about Standards for Excellence, let me know. Click here for more info!
by Susan Detwiler | Oct 30, 2011 | governance, management, mission, nonprofit, philanthropy, Standards
Where are you now?
Before 1973, no one ever asked where are you? when they reached you on the phone. Of course they knew where you were. You were within 3 feet of the telephone they had dialed (now that’s an anachronism!). Thirty years later, times have changed. Today, because of mobile phones, one of the first things we ask when we reach someone is, where are you?
Where are you? An innocuous casual question that turns quite profound when you ask it of your organization. If, in 30 years, the world has changed so we call individuals instead of a place, has your nonprofit kept pace? Do you still ask your constituents to come to your location, or do your meet them where they are? Have your programs evolved to meet the new mobility of society? Has your mission changed?
Society’s rate of change has accelerated. When was the last time your board of directors evaluated whether your programs are still relevant, much less whether your mission is? Once every 10 years isn’t enough (and maybe it never was). But certainly never shouldn’t be the answer.
In fact, maybe now is when you should ask, where are you?
by Susan Detwiler | Dec 28, 2010 | nonprofit, philanthropy
This post was originally on Ingrid Zacharias’ excellent blog, Envisioning the Future.
Capital Campaigns Require Deep Foundations
Ever notice how ancient buildings have deep foundations? Visiting France last year, we took a guided tour of the breathtaking Notre Dame de Chartres – a millennium old church built on the same spot as many churches that came before. Much of the foundation of this church was put into place during Roman times!
It’s the same thing with a capital campaign. A strong campaign needs a strong foundation. You may be sure you need a new building or renovated space, but fundraising will be a long hard slog with a lot of surprises if you don’t build your foundation first.
The absolute first pillar in that foundation is Mission.
For those of us in the nonprofit world, it’s a given that Mission is the essential that drives our entire enterprise. Who are we serving, what are we trying to achieve, what outcome are we working toward?
It’s the same thing with a special campaign. The need for that new building, or renovation, or endowment, starts with how it’s going to serve your mission. If you don’t have a clear mission, easily articulated by each of your constituents, then your campaign is starting with a handicap.
Your school doesn’t need 5 new classrooms; it needs to help 30 more special needs students achieve independence. Your library doesn’t need a new building to house the books and computers; your community needs a safe and free space for the unemployed to seek information about new jobs and get the training they need to pursue them. Your zoo doesn’t need a veterinary clinic to retain accreditation; your community needs to show its children that we are obligated to care for the animals in our world the best way we know how. Your soccer fields don’t need lights for night games; you need to provide an opportunity for people to come together in the evening, building family and community unity.
Mission, then, is the first pillar in your foundation. Is it clear? Compelling? Articulated? Is your potential new project clearly in support of your mission? Most importantly, can everyone associated with your organization recite and support your mission?
Yes? Great! You have the first foundation of a great organization and an excellent campaign. Now build the next pillar: Governance.
Stay tuned!
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