Sara Jane Lowry

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Hiring a development director won’t relieve you of fundraising

July 20, 2017 by Sara Jane Lowry

Before hiring a development director on top of a grove of trees in sunlight

Recently I was talking with a board member of a nonprofit who was considering hiring a development director. This board member has been on several nonprofit boards, and worked on some capital campaigns as well. So, imagine my surprise when he said:

“Our executive director is wonderful but doesn’t have a background in fundraising. Or much time to focus on it. Most of the board don’t have friends with money. Most of them are uncomfortable with fundraising. So, we need to hire a first-rate fundraiser. But we don’t have a lot of money to hire one.”

Sure, there is plenty of evidence that small nonprofits have a hard time finding and keeping skilled development directors. Why? They say it’s because they don’t  have the money to pay competitive salaries.

But is the issue salary?

No, the issue is that they need:

  • a fundraising plan
  • to hire a development coordinator first that can ASSIST the executive and board with the activities that support fundraising.
  • a fundraising consultant to help them think through the strategy they need through a two-year plan tied to the strategic plan.
  • a budget for some software tools, and creation of donor materials.

Unfortunately, the Executive Director and Board often don’t see it as bringing on expertise to help them get better at their role in fundraising: they see hiring a development director as a way to avoid or minimize their involvement even further.

Many Executive Directors are program experts and either loathe fundraising or simply avoid it other than grants. That’s an attitude problem that is indefensible. If you are passionate about your mission, you’re eager to talk with donors and funders about how you’re achieving it.

In our conversation, I learned that this same executive director is willing to write grants, but sees the Board as the one who should be doing individual fundraising. Based on what? Is there a plan? A donor list and giving history? Donor communication pieces? A case for support?

My advice to this board member was this:

  • Put together a job description for the development coordinator (or associate). Hint: You need realistic performance expectations on the part of the executive director and board as what can reasonably happen if it’s a one-person development office.
  • Hire a fundraising consultant to help create a plan.
  • Get a commitment from the executive director to grow skills in this vital area.
  • Give the development consultant permission to have input on budgets and fundraising goals. The consultant will be more reasonable on what is possible to raise over time and based on the organization’s strategic plan.
  • Invest in software systems and infrastructure to support fundraising. And you might need time to get all that giving history changed over from a spreadsheet or a database.

silhouette of heads and gears working together as a teamMost importantly, you need an understanding among all staff (and that includes program people) that fundraising and relationship building are part of everyone’s job! It’s not the responsibility of one person. Fundraising is important programmatic work.

Newsflash: hiring a development director still won’t relieve you of fundraising

Even at small organizations with budgets around $600,000, hiring a development director won’t relieve the board and ED of fundraising. If you already have a development coordinator, a good development director will be able to create more opportunities for board engagement in fundraising, rather than lessening the board’s involvement. What I see is that too many executive directors and boards have unrealistic expectations about what a development director could accomplish without a team and the right tools in place.

If the following things are in place, a development director can be successful:

· compelling mission and a strong strategic plan

· the leadership, vision, and skill of the executive director;

· an engaged, committed, and high-functioning board

· development tools that are effective and efficient to use

· support staff that can manage the details (fundraising is all about the details)

· a strong working partnership between the board and the executive director.

Be smart. Start small and grow. Prepare for bringing on a development director. And when you do, know that the fundraising work you do  will really begin to pay dividends that lead to greater impact.

Filed Under: Board of Directors, Executive Director, Fundraising Tagged With: Board, Board Chair, Executive Director, Fundraising, Fundraising plan, Strategy

Six steps to creating a high-performing board and board culture

June 5, 2017 by Sara Jane Lowry

A high-performing board is an entity nonprofits dream of having. Is your nonprofit’s board of directors living up to expectations? And, are your expectations appropriate for them?

When staff and board leadership are disappointed in their board’s performance, it’s often because they have not made their expectations clear – particularly in fundraising. High-performing boards build a culture that everyone works within and understands.  What’s yours?

High-performing boards have a strong board culture

When there is a reluctance to truly share the culture and expectations of board members during the interview High-performing boardprocess, you know that you are setting up a culture that won’t serve you well. I’ve heard about why from governance committees:  Fear. Fear that a potential board member will be scared away. But in worrying about scaring them off before they join,  you’re forgetting one very important factor. And that factor is the passion they feel for your sector. And that they believe you have the solution to an important community issue. But, that’s just the beginning. A strong board culture includes:

  • sharing a set of values that includes doing the right thing for the right reason,
  • encouraging questions and avoiding “group think,”
  • being willing to challenge management when making strategic decisions.

Therefore, to build a high-performing board of directors, you must be intentional with whom you choose.  Start with how you present the opportunity and responsibilities, from the earliest stages of the recruitment process.

Ensure the nominating committee is considering your nonprofit’s unique needs at this point in its organizational development.

I’m not a big supporter of a board “matrix” in governance recruitment, unless it focuses on whether they can help you achieve your strategic goals over the next 2-3 years.  For most nonprofits, fundraising is a constant need. So your matrix can include networks you’re trying to reach into, new partnerships, leadership skills, or special talents that help you achieve mission. Be careful in assigning skills to your matrix – if you need a financial person because you’re trying to figure out your earned revenue model, make sure it’s one that has skills in that specific area, and that they really want to help you figure that out.

Talk through responsibilities – including fundraising – during first meeting with potential board members.

You should have written statement of roles and responsibilities, They should include expectations for engagement, giving and fundraising. Other questions include: are board members also expected to participate in events? Attend a certain percentage of meetings? Serve on committees or task forces? Talk through each of these points with potential members so expectations are well-defined.

Explain the three legs of good governance: fiduciary, strategic, and generative.

Many boards get stuck in the weeds of fiduciary oversight of your assets. Get a board treasurer they trust to report out on the important stuff. Make sure you’re looking at funding diversity and sustainability (see my post on financial sustainability). Strategy, the segenerative, stratetgic, fiduciarycond leg, includes setting priorities for your organization, developing and improving various strategies  you’re using to meet your mission, and then monitoring their performance.  This is often delegated to staff to monitor with very little board oversight. Spend at least 20 minutes of your board meeting on strategic discussion. The third leg of good governance is generative: not just doing work better; but ensuring your organization does better work.  Generative thinking includes probing assumptions held in how you decide things, and living the organizational values that should be driving strategy and tactics. Generative mode is often where board members spend the least amount of time, and yet that’s where real governance truly happens. It’s how you make leaps forward. Remember, boards exist to supplement management expertise by asking a different set of questions. High-performing boards spend time in generative mode.

Make it clear during board member orientation that fundraising is a priority.

Leadership staff should discuss and share fundraising goals and challenges with new board members.  We can’t expect board members to excel at something unless we give them the appropriate training. Even if they’re more experienced as a board member, they may need a refresher in major gift fundraising. Once onboard, have them meet one-on-one with development staff to discuss strategies.

A high-performing board supports and guides new members in their role.

Staff and veterans of the board should assist new members in focusing on strategic priorities. Create a plan to help them to do so. Start a buddy system with the new member where they can ask questions with a more seasoned member. A high-performing board always seek third-party training on good governance. Try bringing someone in to help the board develop their fundraising skills.

Have board members evaluate themselves – and set goals.

Led by the board chair or vice chair, it’s a good idea to ask each member – and the board as a whole – to evaluate their goals and performance. In addition, having them set thoughtful goals on how they’d like to engage in the coming year gives you something to work with as you strive to keep them involved. A high-performing board ensures that this role be led by their board peers on the governance or nominating committee annually.

By strategically recruiting the right people for your board, making your expectations clear and helping them hold themselves accountable, you will be well on your way to a high-performing board strategy.

Sara Jane Lowry is a local consultant and coach to nonprofits. Reach her at [email protected] or (412) 821-0242.

Filed Under: Board of Directors, Executive Director Tagged With: Board, Board Chair, Leadership, Strategy, Trustees

Building trust when you are an organization’s new executive director

May 23, 2017 by Sara Jane Lowry

Building Trust

How do you go about building trust? I’m currently working with two executive directors who are new at their organizations, one small and one mid-sized. Both are exceptional leaders, excellent with donors, and have led other organizations. Building trust is at the top of their agenda. Their first task is to quickly build trust with board and staff, funders and donors, clients, partners, and stakeholders to effectively lead the organization through a transition that can shake an organization.

As executive directors, they feel that past behaviors that have proven successful will again carry them into this new organization. They know that leading others requires that they first trust you. Take action to overcome distrust: as Stephen Covey says, “My experience is that significant distrust doubles the cost of doing business and triples the time it takes to get things done.”

Building trust: Potentially turbulent waters

Your board of directors are the ones most likely to champion you. After all, they interviewed you and had an opportunity to get to know you and choose you to lead the organization. In fact, they are often excited about your vision, or your strengths in improving programs or fundraising.

But staff is often another story, especially if they are attached to the previous executive. Trust begins when you recognize that they want (and deserve) to be listened to, and be acknowledged for their work in the trenches. Remember, learning to interact productively with new people who have diverse ideas, styles, and preferences is a difficult challenge for everyone. Here are some things to consider:

  • They might not tell you everything because knowledge is power. If possible, take the time to get to know them, and don’t start changing things immediately. Also remember, that staff might feel threatened by these requests and resist requests for information. They might resent changes to schedules and new meetings. Instead, ask how they would solve the problem of scheduling to bring you up to speed.trusted encircles
  • Rather than giving them orders, give suggestions such as “you might consider . . .”
  • They have “habit” patterns of doing things that work for them. Seek to understand why and how, and if change is really needed.
  • Sometimes, its a simple difference of style between the previous director and you. Let’s face it, sometimes executives are ineffective at networking with those below them because they’re focused on the board and donors.
  • Staff might not have been made accountable, or they may not have had annual goes tied to the strategic plan. So, suggestions for change from you need to aligned to how they are integral to achieving the mission, to living their own potential. What does success look like to them?

You can become the person who helps promote, accept, and make  change happen. Your leadership effectiveness begins with you.

Building trust is a critical competency of leadership.

It is the one leadership trait that you need first, before anything else – your future depends on it. And, it’s a skill that can be learned, applied, and understood. It is something that each leader can get good at, measure and improve. You’ll need to build trust when you start, and you’ll need it to grow, change and lead into the future.

There are two ingredients to creating trust: character and competence.

Character means you have integrity, and you show others respect. And it also means you are responsible for your words and actions; you treat people fairly. Most people can immediately intuit your motives and intent with them.  Thus, the foundation of trust is your own credibility. A person’s reputation is a direct reflection of their credibility, and it precedes them in any interaction.

How do you know you’re not trusted ?

Staff withhold information: They may do this for several reasons. However, it’s most likely that they’re withholding information because they are fearful of your reaction.

Solution: hold a team meeting or one-on-one meeting, make it clear what you need to know and why. Openly ask if there any concerns they have in disclosing information to you. Give them an example of a recent incident where information was not disclosed.  Then, ask them what would have to change to make it easier for them to disclose information when you need it. Reinforce that want to build strong open relationships with everyone and that you are always open to feedback. This is step one in building trust.

They are disrespectful: Staff show this by not following direct orders; or they don’t complete tasks on time; worse, they try to discredit you; or they completely ignore your requests.

Solution: hold a team meeting. Tell them you’ve observed behaviors from the staff that is really impacting  achieving results, and you’d like to understand why. Ask to hear their solutions. Allow them to talk. Stay calm. Don’t interrupt or get defensive. When you decide what you will implement, share your decision with them. You don’t have to agree with all of them. You will build trust quickly when you show that you have listened to them, you have taken their opinions into account, and are implementing the solutions they have suggested. [You also might not implement their suggestions – make sure to thank them, and let them know what your concerns are about their solutions. They will still feel heard.]

The staff is guarded and keep to themselves.

Solution: Actually, this is pretty normal. So, make the first move – they’re waiting for it. Be personable and friendly  – smile and find opportunities to chat, have lunch, and give them an opportunity to get to know you.

So, how might you approach building trust?Trust - how to build it with staff

  1. Talk straight – be transparent – clarify expectations
  2. Demonstrate respect – listen and clarify – extend trust first
  3. Right wrongs as you become aware of them
  4. Keep commitments and walk the talk
  5. Show loyalty to staff when tough situations arise
  6. Be accountable.
  7. Recognize and celebrate achievement.
  8. Be willing to talk about the importance of learning and that we learn from our mistakes.
  9. Remember that you can’t do it alone. Keep focused on getting to know each of them better.
  10. Keep showing that you are there for them and want them to succeed.

I’d be interested in knowing what ways you are building trust with your staff. Please share in the comments below!

Filed Under: Coaching, Executive Director

Coaching can promote your career to the next level

May 8, 2017 by Sara Jane Lowry

coachingGetting to the next level through coaching

Think coaching is only for senior leadership? You appear to have missed one of the biggest ways leaders improve their skills and performance. Working with a coach may help push you up the ranks too.

When you move up the ranks, you will be having a different level of conversation from what you’re having now. You will be expected to think and make decisions about subjects not in your own expertise or skill sets, and you will be expected to lead people whose job you couldn’t necessarily do yourself. You’re now in a team or group of leaders that help transform the company or nonprofit and are no longer just fullfilling your own function area. Sometimes you will need to deliver difficult messages, and navigating the politics at this level requires new skills.

Working with a coach focused on you

Working with a coach provides a safe and confidential place to share your challenges with someone who is qualified to help you. A good coach helps you to find your own path as well as decide on your management style, all in a Coaching focused on yousupportive environment without judgement.  Coaching is non-judgmental listening – helping people to think through the decisions they are in. People often have artificial obstacles in their mind. Coaching can help people reframe issues, so they can resolve those problems.

Recently I worked with an executive director who came in as president of a large nonprofit. She was struggling to work out how to work with flat organizational chart, especially given that funding was in peril for an important division.  So, instead of working with the chart as it currently stood, we instead wrote the chart as would be serve the highest potential of the organization.  We went from 12 direct reports to 4, one of which was a position that did not exist previously. She then began to rewrite titles and responsibilities, and determine who best fit those roles. The obstacle was thinking she needed to work with the current situation, rather than transforming it.

Building your interpersonal style through coaching

Most leaders must rely on their influencing skills to win people over in getting them passionate about the next strategy, or to discuss new ideas, and coaching to perfect your interpersonal style can be very useful. It’s particularly important for developing relationships with investors, donors, and partners. It allows you to think about how you are going to take others with with you when they don’t always trust the message or strategy.

Like seeing a therapist, the relationship between coach and client is confidential. The coach helps the client outline the goals they set to become a leader, and discussing the ROI they want to deliver in terms of impact.

Are you the next leader?

With increasing focus on having a more diverse leadership team and companies are looking into talent pools that they may have previously dismissed. Nonprofit executives are retiring, and boards often think they need to go outside the organization for the next leader.  Instead, companies and nonprofit benefit when get people ready for leadership roles.  And coaching can help develop people who may have all the firepower, but not all the leadership skills or experience.

Coaching helps leaders  to self-reflect. To be really effective, they have to know who they are and what their motivation is. This is a skill that any person can use in lifting their career path.  When we’re connected to our strengths, we find the fire we need to lead.

Filed Under: Coaching, Executive Director, Potential Tagged With: believing in yourself, Coaching, confidence, Leadership, success

Fresh start: It’s time to awaken to our potential to live authentically

May 8, 2017 by Sara Jane Lowry

circular stairs highest potentialWe need a fresh start and conscious awakening. If you’re like me, your lives are flooded with information from every direction.  And we have become very good at selecting the information we choose to let in, to affect us, to learn from, to judge others and ourselves by, and to believe. We filter that information by choice on how it fits our beliefs, our experiences, our worldview, and our desires. Inevitably, we reject the information that doesn’t seem to directly fit. Thus, if we find ourselves reacting to the content of information and it makes us feel uncomfortable, or afraid, or helpless, we reject it, or get angry, or pretend we didn’t see it.

Dead or alive?dead or alive

As we are all connected on a deeper human level, we can’t pretend we didn’t consume it. Unfortunately, that information remains inside of us and shows up as an unconscious worry, doubt, anxiety and depression. Or, we experience feelings that bubble up related to that information, but don’t know why.  Most of all, we just want to stop feeling that way. We feel brittle, ghost-like. So, we try to ignore the feelings: we eat, drink, anaesthetize ourselves with medication, with shopping or trips, with mindless entertainment. Or it shows up as anger, lack of compassion, lack of focus. In ways that matter, we begin to deaden ourselves. It’s as if we will ourselves into stressful, reactionary, unhappy and frantic lives. As Sigmund Freud said, “Unexpressed emotions will never die. They are buried alive and will come forth later in uglier ways.”  And as we suffer, so do our families, our colleagues, and our communities. When that happens, we become less than our true selves. We no longer are living our highest potential.

It’s time for a fresh start – to awaken

When you go through a conscious awakening, you undergo a period of intense change and revelation in your fresh start awakeninglife.

If every day is an awakening, you will never grow old. You will just keep growing. – Gail Sheehy

Conscious awakening doesn’t mean that you shut out the information, the news, the situations we face. So, it requires that we take a step back for a moment and find a breath of distance.  A breath of distance is when we stop and breathe and focus fully on what we are seeing, hearing, reading. Perhaps, we listen fully to the person who is speaking. Since the breath allows us to find clarity, we can make a choice on how we want to respond.  When we choose a breath of distance, we move past the urge to complain – complaining is a negative release of energy that disempowers us. Or it releases stress, anxiety, and anger.

Consciousness leads t0 intuitively and creatively taking action

Christof Koch, Chief Scientific Officer at the Allen Institute for Brain Science, tells us: “Consciousness is a fundamental property of the universe. Wherever there is integrated information, there is experience.” The more we move to being conscious, the more we understand ourselves and the world. A conscious awakening begins with a quiet moment as we go inside to question our beliefs and reactions. Here you find answers to your suffering and can make peace within moments of silence. Most importantly, this is where you will recognize your spirit, your purpose, and your ability to choose. What reflects your highest potential? As we begin to figure out whether we can change something and how, we can take conscious action. Or, sometimes we choose to surrender to the situation within ourselves. A fresh start might mean walking away in order to go within, or working with a coach on mindfulness.

All humans connect through consciousness. So, how we think, act, react, and believe ripples out from us into the world and affects others. Consequently, we have a responsibility to one another to respond to the world from a place of consciousness.

Today is a new day. Fresh start, begins now.awaken fresh start

Filed Under: Authenticity, Coaching, Executive Director, Freelancers, Mindfulness, Potential, Solopreneur Tagged With: believing in yourself, Executive Director, Hidden beliefs, Leadership, Mindfulness, Strategy, success

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