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 process, 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 second 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 sarajane@sarajanelowry.com or (412) 821-0242.

Coaching can promote your career to the next level

May 8, 2017 by Sara Jane Lowry

Getting 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 you supportive 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.

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

May 8, 2017 by Sara Jane Lowry

circular stairs highest potential We 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?

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 awakening life.

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

What does mindfulness have to do with success?

April 30, 2017 by Sara Jane Lowry

multitasking is not mindful

Mindfulness is key to success – busyness is not

Today I talked with a small group of women entrepreneurs about the importance of mindfulness in their day. One of the women described her day. It includes running from phone call to a meeting to picking up kids. Followed by making dinner, answering emails to creating a presentation. Her day consists of checking off tasks and activities as she went as she juggles a burgeoning business and a young family. She shared that emotionally she feels drained and overwhelmed. And yet, every day she thinks she was being successful: “I am accomplishing a great deal and something useful seems to be getting done, and I am getting lots of positive press for my business.”

Is this how you measure success?

We spent some time in practicing some mindfulness pauses. She revealed that she was equating a busy schedule and positive reviews with a happy life. She began to notice that she was never fully present in any momen mindfulness begins the day t or activity, already skipping ahead mentally to the next thing. “I’m simply going from meeting to activity on my daily schedule,” she said, “but I’m not really there.” I’m driving my kids while thinking about my last meeting, and looking at a paper for my next conversation. I never have enough time to focus on the next innovation needed in my business. Then it’s time to put the kids to bed, and stay up till midnight responding to emails and preparing my presentation that’s in two days. I fall into bed at night just to wake up the next morning and start all over. I’m exhausted.”

By recognizing how much time we spend in a mental state known as continuous partial attention, we deprive ourselves of fully living. We feel anxious about more complex situations as we don’t take the time to give it our full attention. We seem to expect ourselves to multitask, efficiently answering emails while on a conference call. Sound familiar?

Ghosting, the opposite of mindfulness

I call this ‘ghosting,’ where one’s form appears to be solidly present but the life force inside is vapory and permeable, hovering around the edges of your life. And when you’re in this state of being, you lose touch. You no longer know what motivated you in the first place. You don’t recognize the person you envisioned yourself to be as the lead in your own life. But now, there are others who depend on you.

So how can you choose differently?

This requires a change in your beliefs about success norms. As a culture, everyone tries to copy and reengineer what we observe as success with others we admire. But that is often a focus on the past which had its own circumstances, rules, norms, and relationships. Comparing our lives, choices, relationships, successes to another can be a learning experience. But it can also be a slippery slope to devaluing the uniqueness of your own market, relationships, expertise and intuition. In being focused, you allow your own creativity and relationships develop new choices that enrich your life and fit your goals. two paths - mindfulness or multitasking

So where does mindfulness fit in this?

When you bring your full attention into the present moment, you become alert. You hold an inner focus – a fuller consciousness of what responses you can choose to challenges that are being presented in this moment. Or, you may begin to hear the sounds around you, take note of the day and weather, or the aches in your body. As you pay attention to your breath, bringing your awareness more into your body, you release a bit of what has been so important just the moment before. In that moment, a more fully conscious recognition of what is real and what is “drama” becomes possible. You begin to register what your arguments for and against the situation are as your values and beliefs arise. It may include an arising of your instincts or intuition, your “knowing” of what should happen next. You are able to listen more fully to your business partner. Or you find yourself enjoying your child’s recitation about the field trip experience today. In that moment, you can respond fully rather than react or push away these moments as distractions not on your checklist.

Mindfulness is a moment by moment practice

Creating a better future is dependent on the seeds you plant in the present moment. Planting seeds requires a full and complete acceptance of the present moment, one without judgement. Being present in this way helps you to have clarity about where to focus. And being nonjudgmental allows you to have compassion for yourself, and be more fully you in any moment. No more ghost, but rather a full present human. So here you are. Can you pause in your hurried, complicated, and entangled life to be present in this moment? You can begin by stopping and focusing on your breath. Where do you feel it in your body? In your nostrils? Can you just focus there for this moment now?

Mindfulness is the key to an enriching life and successful leadership.

If you need help learning how to use mindfulness to be more fully you, you can visit: http://www.freemindfulness.org/download for free audio recordings. Sometimes it’s helpful to work with a mindfulness coach – if that’s you, please reach out for a session at https://sarajanelowry.com/contact.html. I work with individuals and leaders to bring mindfulness into their lives and work.

Mindfulness is for everyone, especially leaders: 4 steps to begin your practice

April 21, 2017 by Sara Jane Lowry

Mindfulness is for everyone, especially leaders

We are well aware that our bodies can be trained to make us healthier, flexible and stronger. We now know from neuroscience research that there is mindfulness training can cultivate and strengthen our mind’s capacities. Mindfulness is something we all have naturally, but it is more easily tapped into when we practice on a daily basis. Mindfulness lights up parts of our brains that aren’t normally activated when we’re mindlessly running on autopilot.
According to the Institute for Mindful Leadership, mindfulness practice can strengthen and cultivate four hallmarks of leadership excellence-focus, clarity, creativity and compassion. I have been working with some clients in developing a mindfulness practice and we begin with these steps:

#1. Set aside some time to be mindful.

Even 10 minutes. Best if you do it first thing in the morning while your creativity is at its most free. But you can do it over coffee, or lunch, or walking from one meeting to another. Make time. You don’t need special cushions.

#2. Observe the moment you’re in that you’ve chosen to get mindful.

Mindfulness is not stopping all your thoughts, or attempting to achieve a state of calm. The goal is actually simple: we’re attempting to pay attention to the present moment, without judgement

#3. Thoughts will come and go

Let them pass by. And if you end up following them? When you catch yourself, bring yourself back without judgment of them or of you.

#4 Return to the present moment

Observe the moment as it is right now. What you’re thinking, feeling. Where you’re sitting or walking. Feeling your breathing in and out. Over and over, this is the practice.

This is the work. Just this. Here and now.

It sounds simple, but it isn’t always easy. Let the mind stay focused here and now. Don’t get discouraged when your mind goes off – that’s why this is a discipline, a practice. Mindfulness isn’t about “fixing” you, and it’s not about stopping your thoughts.

Meditation and Mindfulness

You can use meditation practice as a way to practice mindfulness too. There are a couple of ways to do this:

We start with focusing on the breath as a way to anchor your mind in the moment by focusing in on breathing in and out. I suggest that you focus on where you feel the breath in your body, in your nostrils, whether it’s warm or cold, do you feel your diaphram against the chairback. When your mind wanders and you notice it, just say “wandering” and bring it back to the breath. Be kind to yourself in this process. Find a sense of ease and well-being in this moment of breathing and being present.
We also use the mind to focus by moving through our body from our feet to our head, and seeing where there is tension. Just bring the mind back to the sensations of breathing, or of our bodily tensions. No expectations or judgments, just noticing each thing.

Mindfulness can help you enjoy a cup of tea more fully, walk mindfully down the hall to your next meeting and be more present, have a more engaging conversation, or wind down for a relaxing night’s sleep. And that feels like it might a practice worth doing.