|
We are working our way through a series of articles on organizational effectiveness that we call Radical IMPACT. The goal of Radical IMPACT [click here to learn more on Radical IMPACT] is effecting sustainable change for clients and/or communities by dealing with root issues – causes, not symptoms. So far in this journey we have focused on identity issues including passion, people, purpose and principles [click here to read the previous articles]. With this issue we begin exploring key actions organizations must undertake to maximize the IMPACT of their service.
The first key action we highlight is PREPARATION. Preparation is a foundational step that is necessary for long-term effectiveness. Jim Collins, in Good to Great and the Social Sectors notes, “To make the greatest impact on society requires first and foremost a great organization, not a single great program.” Yet we see so many organizations that in their zeal to serve want to by-pass preparation. They seem to have the mindset of “Ready, Fire, Aim”. It seems that some leaders feel investing in preparation is delaying the “real goal” of serving clients. When we are surrounded by such urgent needs, how can organizations justify investing time and resources into preparation? Abraham Lincoln provided great insights to this mindset when he said, “If I had six hours to chop down a tree, I'd spend the first hour sharpening the ax.” It is our belief that wisely investing in adequate preparation enables our organizations for more effective service. Effective preparation results in better service!
Can you imagine a runner who shows up to run the Boston Marathon without committing to proper advance training? They may invest in the right equipment and be dressed for success – but apart from discipline and preparation, they will not finish the race. No sensible person would consider running a marathon without adequate preparation. Yet there are many who launch out to serve others with little or no preparation. As mentioned earlier in this series it requires more than passion to address the complex issues facing many of our clients and communities.
We are not suggesting that everyone needs a Master’s of Social Work (MSW) degree to serve people in need. However, we are advocating that your clients and communities are best served by organizations who invest first in preparing to serve. Let’s explore some areas where preparation better equips nonprofits for effective service.
The leadership roles in a nonprofit are shared responsibilities. The Board of Directors and the senior executive(s) -- (Executive Director or management team) share the responsibility of leadership for the organization. It is disturbing how many non-profits suffer from ineffective leadership through their governing board. Yet too few organizations invest in preparing new or existing board members with the knowledge and skills necessary to effectively lead the organization. Preparation in this area should include helping board members understand their legal responsibilities and duties, developing structures that facilitate the adequate flow of information to enable good decision making processes and ensuring the best thinking of the collective board is engaged in all strategic decisions. The board should participate in ongoing development and recruitment to ensure they are properly equipped to provide the necessary present and future leadership for the organization.
The same is true for the Executive Director and other senior leaders of the organization. They should be involved in lifelong learning and continual development and training.
Nonprofit organizations are usually funded through charitable contributions from others. Whether these are gifts from private philanthropists, charitable foundations, corporations or government entities they all qualify as other peoples’ money (OPM). All nonprofits must have the proper financial policies and infrastructure in place to properly steward OPM. Preparation here includes implementing financial software along with policies and procedures to ensure that money is properly managed -- including systems of checks and balances and appropriate controls. Deficiencies in financial management will ultimately hinder your ability to grow and serve. There are excellent resources to help you adequately prepare in this area through accountants who specialize in nonprofit management or books and resources developed by firms who specialize in nonprofit accounting.
There are several elements involved in preparing to serve. We will limit our focus to three. It is imperative that organizations understand community and client needs, develop solid programs to meet those needs, and employ or equip staff to competently and compassionately deliver those services.
As part of your preparation conduct (or access) needs assessments for your target community. One of our favorite stories that highlight this need is the journey of The Next Door (TND) in Nashville, TN. TND originated as a small group with a vision of doing something to serve their community. They were offered a great facility in downtown Nashville if they could find a way to “put it to good use”. They determined to conduct a community needs assessment. The first three interviews were not so encouraging. Community leaders interviewed were not quite so clear on what the city needed most, but were very clear on what was NOT needed – another soup kitchen or clothes closet. Both of those were high on the list of probable services for the original planning group at TND. [We are not against soup kitchens or clothes closets – but we will point out that several groups set out to do what is easy, not what is needed and often duplicate existing services and may create additional issues rather than solutions.]
One day they interviewed the warden at at a state correctional facility. This warden shared with them the plight of women leaving their facility with nowhere to go and how more than 60% of these women returned to prison in a few short weeks or months. They found their calling and created an organization now known as The Next Door.
Identifying the need was just the beginning. They next launched out to understand the target population and develop (or identify) services to meet those diverse needs. This led to the process of program development (theme of the October edition) which led to staff recruitment and development. All of these elements are part of preparing to serve.
Preparing to serve results in more effective services and greater IMPACT for our clients and communities.
As evidenced at TND, no single organization can meet the multifaceted needs of their clients and communities. It is imperative that organizations work together through collaborative efforts to provide the vast array of services necessary to meet client or community needs. Preparing to partner begins by developing the right attitude – we can’t do this alone and we need to work with others. It also includes identifying the unique strengths, capabilities and capacities of your organization. Lastly, preparing to partner involves connecting with other organizations through various formal and informal networks and developing relationships that become the springboard for future partnerships.
Louis Pasteur observed that “Chance favors the prepared mind”. I heard it like this in the early days of my career – preparation plus opportunity equals success. If you are committed to seeing maximum IMPACT in the clients and communities you serve, invest lavishly in the preparation processes. You and your clients will be richly rewarded.
|
