1 | 2013 NIB/NAEPB National Conference and Expo 1 Based on the widely acclaimed book by Peter...

1 | 2013 NIB/NAEPB National Conference and Expo1

Based on the widely acclaimed book byPeter BrinckerhoffOctober 10, 2013

Smart Stewardship for

Nonprofits


Your Presenter

Peter Brinckerhoff Corporate Alternatives, Inc. 217-341-3836 [email protected] www.missionbased.com

mailto:[email protected]

http://www.missionbased.com/


❖ Philosophies

1. Your nonprofit is a mission-based business.

2. No one gives you a dime.

3. Non profit doesn’t mean no profit. Why?

❖ Rules

1. Money is the enabler of mission.

2. Profit is the enabler of more mission.

❖ Not all services need to be profitable.

❖ There’s a double return on investment.

Three Key Philosophies, and a pair of rules...

4 | 2013 NIB/NAEPB National Conference and Expo

Return on Investment

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Low

High

Low High

FINANCIAL

RETURN

MISSION RETURN

Consider, based on strategic plan.

Proceed, if it matches a core competence.

Avoid if at all possible.

Consider, based on strategic plan.


Most Importantly....❖ Remember that your mission is your most valuable

asset.

❖ More valuable than your building, your board, your cash and yes, your staff.

❖ Why? Because the mission is why all those people show up, it’s why the building and cash were acquired.

❖ Your mission is THE. MOST. VALUABLE. ASSET.

❖ So protect it, invest in it, use it all the time.

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Your decisions....❖ It needs to be about mission first, middle, last.

❖ Each decision you make as a staff or board should result in:

❖ More mission

❖ Better mission

❖ More efficient mission

❖ More effective mission

❖ That’s the point.

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Now, two key questions:

❖ For each question, you have one minute to write down your answer. Then your table will discuss for 10 minutes. Make sure each person gets to contribute. At the end of that time, we’ll talk about what you’ve learned, or what was the most prevalent answer, or the most unexpected.

❖ Make sure you have at least six people at your table.

❖ Ready?

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Question # 1: What’s the single biggest challenge facing your nonprofit over the next 5 years? Be specific!

❖ Write for one, talk for 10, and I’ll call on each table for common issues.

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Question # 2: What can you do personally in the next 12 months to assure your nonprofit’s success over the next 10 years?

❖ Again, write for one, talk for 10, and I’ll call on each table for common issues.

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The Smart Growth Decision Tree

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A Decision Tree...

❖ Allows you to let staff and board have the same decision context

❖ Allows you to make sure you’re asking all the key questions

❖ Allows flexibility within an overall framework

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Evaluating a Growth Evaluating a Growth OpportunityOpportunity

Proceed with Proceed with cautioncaution

Can we protect Can we protect our existing our existing

services’ services’ quality?quality?

Do we have the Do we have the capacity to grow?capacity to grow?

Have we done Have we done the appropriate the appropriate

business business analyses?analyses?

Have we Have we consulted/involvconsulted/involv

ed the ed the appropriate appropriate

people?people?

Do we have the Do we have the cash to invest?cash to invest?

Is it something Is it something we already do we already do

really well?really well?

Do NOT Do NOT proceed until proceed until problems are problems are

resolvedresolved

Is the growth Is the growth area consistent area consistent with our mission with our mission

and values?and values?

Can we get Can we get good before good before

we start?we start?


Leading Change....

There are a ton of theories of change, and guides on change management.

This session will be about LEADING your people through the seismic changes you’re making.

So, we’ll start where we should --with mission.

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Remember, mission is... YOUR. MOST. VALUABLE. ASSET. More valuable than your building, your

board, your cash and yes, your staff. Decisions, strategies and plans should all

result in more mission, better mission, more effective mission and/or more efficient mission.

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So it’s about mission--but what about values? The mission is the why or your

nonprofit. Your values are the how.... Values will define your culture, attract (or

repel) staff, board and volunteers. Values require constant, personal

leadership. When people feel comfortable in their

values environment, everything benefits.15


Hands-on Valuesl State your case in your values.

l Think these through collaboratively, and don’t just put obvious things in.

l Have values that require discussion to implement. Be analog not digital. Google’s key value?

l Don’t have values you can’t live with.l Share and amend as needed.


More on valuesl Use your values in your employee and

volunteer recruitment.l Use your values as a management and

decision-making tool.l Enforce values in your behavior

management.l Be public-hold yourself accountable!


Have some values….l Respect: We will treat others as we would like to be

treated. We do not tolerate abusive or disrespectful treatment.

l Integrity: We work with customers and prospects openly and sincerely. When we say we will do something we will do it. When we say we cannot or will not do something then we won’t do it.

l Communication: We have an obligation to communicate. Here, we take the time to talk to each other….and to listen. We believe that information is meant to move and that information moves people.

l Excellence: We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.


Leading Your People Through Change

l Key philosophy:l Your organization needs good staff a lot

more than your good staff need your organization!

l In growth situations, your people need to be visibly led.

l Navigating change requires constant leadership.


Leadership in changel You have to lead from the front—be visible

and accessible.l “People don’t care how much you know

until they know that you care.” ---John Maxwell.

l Be a mission cheerleader.l You’re asking every staff and volunteer to

do more in significant change situations--relate it to mission and values and they are more likely to come with you.


Growth is change. Shrinking is change. Change is change.

People resist change, right? Some always will, but in the main....

Poorly led people resist change.... If you engaged them in developing your change

strategy, If you relate the changes to mission outcomes

every day, If you are visible and engaged with your people, If you show that your staff that you value

them.....then....21


What will happen?

The people you want, the people you need, the best staff and volunteers: They’ll come with you because they want to,

not because they have to.

So, let’s celebrate--bottoms up! Huh?

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Bottom-up managementl Treats management as a support function,

not a restrictive one.l Values direct service staff above all.l Pushes decisions as close to the line of

service as possible.l Flips the organization chart upside down.l Works in competitive, growing

environments and with younger workers.


The traditional model…

l This traditional organizational chart was developed for large organizations in non-competitive environments.

l It worked-under those conditions.


The improved model…l By valuing the people who

deliver service, training them, and empowering them, the organization is more responsive, flexible, provides higher quality service and is more competitive.

l And staff stay longer, work harder and have more enthusiasm for their work.


Components of bottom-up management.

l You are an enabler, not a restrictor.l Treat others the way THEY would like to be treated.l Be a leader, but be willing to follow!l When you are praised, pass it on; when criticized, take the fall.l They are not your staff. You are their supervisor.

l Thus the supervisor’s job is to get the tools and training in the hands of those closer to the line of service, to encourage, coach, mentor them, and to let them do their jobs.


This also requires:

๏ Good delegation

๏ Delegating both the work and the authority.

๏ Holding people accountable for outcomes not process.

๏ Good evaluation

๏ Constant, supportive and firm.

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Leadership Takeaways

l You need your good staff more than they need you.

l Leading change is about leading people.

l Leadership is a support function. You support those you supervise.

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Final Check

What’s your big takeaway?

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Books to consider....❖ Mission-Based Management: Leading Your

Nonprofit in the 21st Century, 3rd Edition, by Peter Brinckerhoff

❖ Generations: The Challenge of a Lifetime for Your Nonprofit, by Peter Brinckerhoff

❖ First Break All the Rules, by Marcus Buckingham

❖ Developing the Leaders Around You, by John Maxwell

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That’s it for me.....

❖ Thanks for having me, and remember to email me with any questions.

❖ Enjoy the rest of the conference!

1 | 2013 NIB/NAEPB National Conference and Expo 1 Based on the widely acclaimed book by Peter...

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