Tag: leadership

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Engagement Featured Post Training & Development

Overcoming the Responsibility vs. Authority Conflict: Lessons in Collaboration

How do you manage working with others when you’re responsible for a project they’re involved with, yet you’re given limited or no authority to get the work done?

While I do not recommend this approach, I’ve observed it in many organizations due to reasons that involve internal politics, lack of role clarity, and unshared commitment to goals, to name a few. I’ve also seen people without management authority effectively hurdle the challenge of working with others. Here are examples and lessons learned from two former clients I had the privilege of serving.

  • The “consortium” included representatives of federal statistical agencies from different countries that voluntarily came together to share their work and improve the comparability of their data. What was fascinating was this group worked cooperatively together in addition to their regular job responsibilities and without any extra staff support and resources. They developed and agreed on a mission statement, strategic plan, and working groups to complete a special joint project. They also walked a fine line to work informally–without bureaucratic interference from their respective agencies–while maintaining the necessary formal communication with their respective senior managers to assure continued institutional support for their activities.
  • The “coordinator” was set up to implement a federally-funded initiative for social change that called for integrating the efforts of existing community partners. The coordinating organization in this case had no authority over the partners and no grant-making ability to fund their involvement; i.e., partner participation was purely voluntary. While the overarching mission for social change was closely aligned with the partners’ respective missions, the nonprofits involved were already stressed with more demands than resources. So to engage its partners, the coordinator applied the WIIFM (“what’s in it for me?”) principle by offering them the opportunity to:
    • maximize their respective organizations’ impact in support of the initiative’s overarching goals
    • have a voice in making a difference
    • network with other partners
    • enhance their community visibility.

Lessons Learned
The purpose, structure, and goals of the “consortium” and “coordinator” were vastly different. However, they shared one thing in common: they had to rely on collaboration, rather than authority, to operate effectively. Here are the common elements of how they made it happen:

  • Mutual respect for all the participants/partners involved
  • Aligning and reinforcing a shared mission, vision, and goals among the various players
  • Clarifying and communicating role expectations
  • Frequently sharing progress updates with those involved
  • Recognizing and celebrating individual and collective achievements.

These lessons are applicable in almost all situations, not just those with responsibility vs. authority issues. As communications consultant Kare Anderson says:

“For most of our lives we’ve been advised to lead and manage others. We’ve been taught to resolve conflict, influence, negotiate and otherwise attempt to get what we want from people … But what about the concept of us? More people would rather enjoy the camaraderie of smart collaboration than be lead, persuaded or managed.”

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Customer service Engagement

Professional Associations: Where is Your Focus on Member Recognition and Engagement?

In a recent presentation I gave on “Marketing Tools of Engagement for Associations,” the topic of CRM (customer relationship management) came up. It’s not unusual for associations to experience problems with CRM systems based on limited resources or access to updated software. Another complication stems from organizational silos where different departments work with different data bases that they protect with a strong sense of proprietary ownership. Whatever the situation with CRM software, understand that it affects member engagement.

PASAE photo
PASAE photo

So the real issue is whether the association is member-focused or systems-focused. Here’s an example of the latter type. I recently spoke with several business owners and executives who are long-term members of a professional association. They were quite proud of their history of membership involvement and lamented how member recognition has fallen through the cracks. One 25+ year member shared finding a special 15th anniversary certificate in the office files, the last such recognition sent by the association. Another member actually called her association to ask how it missed acknowledging her 30th year anniversary and was sent a certificate in response to her call. With member engagement a hot topic these days, you’d think an association would want to recognize such members as part of its membership retention efforts.

Sadly, I learned the association is unable to effectively recognize long-term members due to its membership data base. It relies on the member’s inception date, and the association’s problem with the system is that a person could have joined 15 years ago, but might technically have only been a member for 12 years because the person dropped out for a few years and then rejoined. As a result, long-term members are not routinely recognized; however, the association will send an anniversary certificate if a member asks.

This organization has decided to forgo the opportunity to acknowledge and reinforce long-term members, because it might recognize some folks who don’t deserve it. It’s clearly a “systems-focused” rather than a “member-focused” association, and any declines in membership are blamed on the economy.

Member retention by inertia is NOT an effective member engagement strategy!

Here are several short- and long-term suggestions for becoming more member-focused:

  • “Silent gratitude isn’t much use to anyone.” – G.B. Stern. Don’t make members “request” recognition – this really isn’t recognition at all, just “proof.” It’s also irritating to members if they have to prompt their association to recognize it. If the system is bad, fix the system or find ways to work around it. For example, randomly pick a date and recognize everyone who is a member on that date – even if that person hasn’t consistently been a member for five, ten or 20+ years, it’s likely s/he will appreciate the recognition.
  • Take a critical look at your membership retention numbers. Most turnover occurs in the first few years of membership – is this the situation in your association? Can you segment turnover by length of membership to see where any other drop-off occurs?
  • Seriously discuss how important members are to your association. In addition to being able to answer what “member value” you provide, also consider the value that members bring you in terms of brand strength and revenue.
  • Make member engagement – all activities encompassing the member life cycle from recruitment to retention – a strategic and intentional focus of your association. It should be an ongoing agenda item in your staff meetings, board meetings, and strategic planning sessions.
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Musings Training & Development

Nonprofit Start Ups: Why Passion for the Mission Isn’t Enough

A corporate community relations professional lamented about a recent request she received from someone who wants to start a nonprofit. The passion is there, she told me, but little consideration for the scope of resources, structure, and process needed to sustain a successful organization.

A few days later I spoke with a woman who runs an all-volunteer operation; she is also unpaid. She acknowledged her expertise and time are heavily invested in running the nonprofit’s mission-based programs, more so than the critical activities of strategic marketing, volunteer management and fundraising. She enjoys the work – which is her passion – and wonders about continuity if something happens to her: who will carry on the mission?

These two examples illustrate that passion for the mission or cause by itself is not enough to sustain a nonprofit organization. What’s necessary, according to nonprofit professional Jan Masaoka, is “passion for the success of the organization and the work it does.”

Mission & More

A nonprofit’s success is two-fold: having an impact through its work AND a sustainable business model that allows it to continue to make an impact. This dual bottom line is characteristic of nonprofits that need: 1) a focused mission to inspire and engage people to do something worthwhile, and 2) the resources that will support the mission. In simplified terms, no mission = no money … no money = no mission.

Passion for the mission is a given when considering starting a nonprofit. However, founders and organizers also need to address hard questions that include:

  • “Are we looking past the myths [and our passion] to the realities?”
  • “Where will we get not only the start-up funding, but also operational funding to continue thereafter?”
  • “Who [will] help fine-tune our business plan?”
  • “Do we really know what we are getting ourselves into?”

These questions are adapted from the National Council of Nonprofits that offers a wonderful resource on how to start a nonprofit with key steps to follow and additional questions for consideration.

I also recommend The Five Life Stages of Nonprofit Organizations: Where You Are, Where You’re Going, and What to Expect When You Get There, by Judith Sharken Simon, to better understand the strategies and resources needed for nonprofit growth and development.

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Engagement

Caring for Volunteers

In honor of National Volunteer Week, this post is dedicated to all volunteers who dedicate themselves to the nonprofit causes they care about.

How do nonprofits demonstrate care for the people who voluntarily serve them? Smart leaders know that effectively managing volunteers takes more than a “recruit ‘em & recognize ‘em” approach. Their organizations are intentional and proactive in engaging, developing and retaining volunteer talent.

For nonprofit professionals and volunteers new to volunteer engagement and management, here are some guidelines to help you create a strong volunteer experience.

1. Learn about your volunteers: who they are, their interest in serving your organization, and their expectations as volunteers. Ask them:

  • What about this organization appealed to you to get you involved?
  • What do you expect to give and get from your volunteer involvement?
  • Would you recommend this organization to other volunteers?

Also consider exit interviews with volunteers who leave your organization – whether through rotating volunteer service, term limits, burn-out, or other reason – to learn more about the volunteer experience.

2. Clarify and clearly communicate what your organization expects from its volunteers and what they can expect from you. Be honest about the time commitment and effort involved.

3. Provide the necessary tools and information volunteers need to best serve your nonprofit. This includes orientation and training, your mission-focused strategy and plans, program overviews and updates, etc. Also consider how operational or policy changes may impact volunteer efforts, and communicate any changes and the rationale behind them in a timely manner.

4. Recognize and acknowledge your volunteers’ value. While National Volunteer Week provides an opportunity to celebrate volunteers, it’s important to let volunteers know they’re appreciated throughout the year.

5. Proactively listen to your volunteers – ask for their feedback and ideas – and respond appropriately.

Volunteers are precious resources. Treat them carefully and with the respect they deserve.

 

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Engagement

When Your Business Needs Help: What to Ask and of Whom

You’ve got to love the results of contradictory studies. One day you’re told that salt, eggs, caffeine, or fill-in-the-blank is bad for you. Then later you’re told that it’s not that bad.

Such conflicting advice isn’t limited to health – you also find it in business. For example:

  • Think BIG … Think small.
  • Be innovative … Stick to the knitting (i.e., what you know and do best).
  • Adopt best practices … Use your intuition and make your own path.
  • The devil is in the details … Don’t sweat the small stuff.
  • Plan for the short term … Plan for the long term.

Which advice should you follow?
The answer is relative: whatever makes the most sense for your organization – depending on your industry and your corporate culture/values/stakeholders, etc. To find the answer(s), you can look in-house.

That’s right, I advocate you start with your employees before going to an outside consultant. Why? Because “The insiders of an organization understand the stupidity of its traditions better than the outsiders,” according to successful entrepreneur Andrew Filipowski. He understands that those closest to the situation may have the best ideas for improvement.

If you find yourself in a quandary about what to do to move your organization forward, ask your employees to discuss and share ideas based on their responses to the following questions:

  • What has worked for our organization in the past? … How can we do more of what worked?
  • What hasn’t worked? … How we can do less of what hasn’t worked?
  • What do we need to continue doing?
  • What else do we need to do?

These are simple, yet profound and powerful questions that are solutions-oriented. (Note: you can learn more about this approach in this introduction to “Solutions Focus in Organizations”.)

You have employees who can help, and you have the questions to ask them. What are you waiting for?

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Engagement

“Share of Mind, Share of Heart” Book News

Nonprofit professionals, leaders and volunteers interested in Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits now have the option to purchase it in both print and electronic versions. In response to numerous requests, my latest book is available for purchase and download at Energize Inc.’s Bookstore. I’m honored that Energize, Inc., a valuable resource for ALL things related to volunteerism, has chosen to offer my book.

For those readers who prefer print, Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits is conveniently available online through WME Books, and Amazon.

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Engagement Marketing

What They’re Saying About “Share of Mind, Share of Heart”

I’m thrilled with the positive response to my new book, Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits.

I’m honored to share these more detailed book reviews by Ivana Taylor, Small Business Trends, and Wayne Hurlbert, Blog Business World.

Here are several recent reviews that I’m also honored to share.

“With a great passion for (and deep expertise in) nonprofit marketing, Sybil Stershic has written an immensely practical, valuable book. “Share of Mind, Share of Heart” clearly explicates both marketing fundamentals and more sophisticated concepts for nonprofit marketing professionals in plain, easy-to-understand language, with concrete examples.

“Unlike many academic texts on nonprofit marketing, this book is peppered with questions designed to get you thinking tangibly and immediately about how the concepts discussed can be applied directly to the day-to-day business of your organization. I found her insights into internal marketing tools of engagement to be particularly apt and important. Too often in leanly staffed, undercapitalized nonprofits where staff is pressed for time, we overlook this crucial area. Morale and profits suffer as a result, with organizations sometimes seeming disconnected and disengaged from their customers, volunteers, and (in some cases) overall mission.

“‘Share of Mind, Share of Heart’ is a book that should be on the shelf of every nonprofit marketer, both novices and veterans.” – Andrew Edmonson, Director of Marketing and Public Relations, Houston Ballet

“Like the author, I have served on a variety of non-profit boards and counseled them about marketing. I’ve found that the whole idea of marketing is intimidating to many non-profits. They often believe marketing is too complicated for them and requires a commitment of resources (both human and monetary) beyond their capability. This insightful book dispels these fears as myths. Marketing is presented here as it truly ought to be: a simple, people-based idea about creating and communicating value. Each chapter provides an understandable exercise that will cause the reader to pause and reflect upon how to bring the marketing concept to life in any non-profit.”     – Frank Haas, Dean of Hospitality, Business and Legal Education, Kapiolani Community College

“Every now and then, you find a book that contains more than a powerful message—it houses a poignant experience. Share of Mind, Share of Heart is an experiential wisdom-sharing tome written for organizations that benefit us all. Full of practical how to’s and laced in the language and philosophy of non-profits, it will open eyes, enhance skills, and enrich outreach.” – Chip R. Bell, noted author and consultant, The Chip Bell Group

Special thanks to Andrew, Frank, Chip, Ivana, and Wayne for taking the time to review and share their thoughts on my book!

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Engagement Training & Development

Why We Still Need to Get Together for Work

I consider technology both a blessing and a curse in the workplace. While it enables employees to communicate and collaborate across time and distance, it also makes work more insular as people seem to engage more with smart devices than with co-workers, customers, and channel partners.

So as workplace technology continues to expand, I’ll continue to advocate the power of employee gatherings.  Bringing people together in an effective face-to-face forum can provide a rich and satisfying experience. This was the case for a large company that brought together marketing and sales support staff from its regional offices as part of an “all hands” planning event. The company is in transition as a result of restructuring, and its divisional leader recognized the need to bring staff members together. The event combined training, planning, and team-building activities in an informative and comfortable setting.

Employees appreciated the opportunity to step back from the daily grind and focus on:

  • better understanding where they fit within the “big picture” of the company
  • expanding their internal resources through networking and relationship-building with co-workers
  • enhancing organizational capacity through shared learning and planning.

The event also provided employees an effective forum in which they could get answers to their questions, contribute their ideas and be heard.

Regardless of whether your team’s goal is learning, planning or problem-solving, sometimes there is no substitute for getting off the cloud and bringing people together, face-to-face.

“One of the single most effective ways to enhance your creativity is to regularly break the cycle of isolation and interact, talk, and share your work.”
– David Burkus, Why Sharing Your Work, Setbacks & Struggles Breaks Creative Blocks.

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Engagement Featured Post

Can You Achieve 100% Employee Engagement?

One of the best descriptions between employees who are engaged and those who are not comes from Blessing White:

” … engaged employees stay for what they give (they like their work) [whereas] disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).”

Given the choice, most companies would prefer their workforce be comprised of fully engaged employees. But is total engagement attainable or even realistic? According to employee engagement author and consultant Leigh Branham, not all employees choose to be engaged:

“Most employees want to be engaged [while] other employees simply don’t view being engaged as a desirable, or even possible, personal goal. They see work as a necessary activity, but not as a source of fulfillment. Many have a strong work ethic, but are uninspired by their managers or their daily work environment, so they withhold much of their energy and effort.” 

Just because every employee isn’t interested in being engaged doesn’t mean management should give up on it or work harder to force it on employees. Neither scenario creates a positive work environment.

While 100% employee engagement may not be realistic, smart companies focus on what they can do to maximize engagement in their organizations – including hiring right from the outset, recognizing and reinforcing a positive work culture that values people (employees, customers, business partners, etc. ) as well as profit, and keeping it simple.

[Image courtesy of http://www.peopleinsight.co.uk/]

 

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Engagement

Nonprofit Engagement Dilemma: A Caring, Yet Complacent Board

A  friend of mine works as a marketing director for a nonprofit with a stagnant board of directors. The by-laws stipulate board membership be drawn from the regional service-based organization that founded the nonprofit more than fifty years ago. As a result, the governance structure has evolved into an insular board with life-time terms. The good news is board members take pride in their involvement with the nonprofit based on its mission, and they have a strong passion for the founding organization. The board is also fortunate in that the nonprofit is well run by a dedicated professional staff.

The bad news is staff members have to work around a board that has become complacent. As long as the nonprofit is thriving, the board is comfortable with its oversight. Board leadership is not interested in how it can improve its governance and support. So the executive team leads the organization by focusing on the mission as it tolerates a board that has “a golden operation in their hands and do not understand what to do with it.”

As mentioned earlier, this nonprofit is doing well except for the executive team’s frustration. Passion for and commitment to the mission sustains these staff members … for now.

Effective board member engagement is more than just showing up at board meetings and talking up the nonprofit. It also involves a commitment to improving its governance and collaborative relationship with staff. As well run as my friend’s nonprofit is, it could be so much more with a fully engaged and mutually respectful staff-board partnership.