Strategy Archives

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

When your executive director resigns

March 19, 2017 by Sara Jane Lowry

When the executive director resigns, its usually a surprise. Every board president dreads the day when their beloved executive director hands them a resignation letter, right? Especially when you feel the organization is just hitting its stride, the rapport between the board and ED is strong, staff are staying in positions, and funders are engaged in your projects.

I’ve been there on both sides of the table: the one resigning, and the one receiving the letter. And I’m currently working with an organization going through exactly this scenario. While everyone is happy for the person leaving and the new opportunities that await, we have to admit that it hurts. When the good executive director resigns, it’s almost always a gift to the organization.

Yep, I said it. Resignations are a gift.

Resignations create a unique opportunity to evaluate where your organization is and its current needs, and if necessary, to redesign the position based on the needs of the team and organization it is today, not 2, 5, or 10 years ago. Within every resignation is a hidden opportunity for massive growth, but only if we pause long enough to seize the opportunity.

When your executive director resigns, here are 5 questions to turn a resignation into a powerful transformation:

How is the marketplace today different than when your executive director was hired?

Who you hired years ago was based on the organization’s needs and goals then. The person leaving might have had certain skills that were appropriate then. There have likely been many changes in the organization or in the funding community or community needs that have (or should have) had a big effect on what you need now. How much financial flexibility does your organization have?

Are there new trends? Policy changes? Possible collaborations or mergers? Reassess and reevaluate how the changes in mission and funding has shaped the current needs of your organization. What are the best practices in your field? Where are your opportunities to innovate? What new skills do you need to add to the organization to successfully serve?

Where is the organization in its lifecycle?

Stevens, Ph.D., Susan Kenny Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity, May 2002 — Organizational Life Cycle

Are you a new organization? Mature? In decline? The important question to ask here is: to what extent is your organization consistently delivering high quality programs? Keep that in mind as you think about filling the position. You need a new team member who can help you based on where you are TODAY…not where you were years ago. (Does your job description need a major overhaul?)

Is your board a peak-performing board?

If not, the resignation of your executive director can be overwhelming and stressful. Do you already have a strong strategic focus in board meetings? Do your board meetings spend a big chunk of time on strategy? Does it have a dashboard for measuring what’s working? If not, the board can change its culture by refocusing its attention there. Also, a peak performing board generally has performance goals for itself, including self-assessments. They provide many opportunities for building the skills, mission knowledge, and improved performance process should always rest in the board itself, not in staff or consultants. When your executive director resigns, boards often find new strength in their ability to lead.

What does the organization need as its next stretch?

You want someone who’s going to stretch you and the organization and take you to the next level. Your new hire should help you grow, not keep you stagnant. Develop a profile for what you need next in terms of skills and competencies to elevate your organization.

Should you reallocate funds to meet a different need?

Someone leaving creates a budget opportunity. In fact, it’s an opportunity to look at all your senior positions. Do you need to pursue funding to support getting a more experienced executive? Is there “mission creep” that the executive director led out of personal interest or skills that you would not want the new executive to lead? Consider whether you can/should redesign the position to help the team as a whole.

Ask your team: what are your greatest needs?

You’ve outlined the needs of the community you serve, but what about your team members? A resignation is a great opportunity to see what your team needs to help them perform their roles better. It’s also a good way to promote shared leadership and check your instincts.

Once you’ve worked through these five questions, you will be better able to develop the position description that will be precisely what you need for greatest benefit.

Consider bringing in an interim to help with the transition

The client I am working with is going with an interim director for a few months — a wise choice as they are in the midst of strategic planning. An experienced interim director keeps all the balls in the air. The right interim will be able to add some new networks and processes to the organization.

Despite the sting of the resignation, try to accept it as a unique opportunity, rather than a painful loss. What was working then won’t work to get you to the next level. Reevaluating your needs and hiring for what you need now is a hidden opportunity in a difficult situation. When the executive director resigns, the gift is unexpected.

If you want to chat about your current situation and explore ways to help you turn this tough time into a powerful transformation, I’m here for you!

Board’s Fundraising Role and Financial Risk

September 22, 2016 by Sara Jane Lowry

I’m often asked about the Board’s fundraising role. I recently worked with an organization that didn’t receive a grant renewal of $100,000. The funder said their budget was too dependent on grant funding and thus, a risky investment. Their budget is over $700,000, and their individual donations are $8,000. Their 13 board members donate, but didn’t fundraise, write donors, or bring in any other donations. The board’s fundraising role had been neglected.

Another nonprofit I advised was informed by a funder that they were no longer going to fund them. Why? The funder said it looked like they were stable and didn’t need their funding anymore. So, they cut their grant from $300,000 to $o. They have a $1.2 million budget: 70% of which is in foundations and corporate sponsorships. The rest comes from government and rental income. Individual donations hovered around $20,000, and board fundraising efforts by 17 board members was a big fat $0. The board’s fundraising role was not a priority.

So . . . Imagine either of these scenarios at your organization.

Even with advance notice, could you suddenly raise $100,000 to meet your budgetary needs?

According to the Nonprofit Finance Fund’s 2015 State of the Sector report, 53% of nonprofits surveyed have 3 months or less of cash on hand to meet operations. Where do you fall? Are you one of those nonprofits so caught in the cul-de-sac of your existing funding patterns that you no longer have financial resilience? If so, the dangers and limits of this situation can hugely impact your mission. John Pratt’s income reliability matrix is a tool any organization can use to assess how much at-risk their organization is in terms of funding. And this is where the board’s fundraising role and income strategy focus comes in.

The board’s fundraising role

Your board’s fundraising role is to fundraising engine that, along with your chief fundraiser (executive director, or development director), can make the difference between stability or teetering in the winds of change. Analyzing your financial resilience as a strategic imperative is essential.

So, here’s what I recommend:

You need 100% buy-in from your board to make financial resilience a priority. It requires full board engagement. Most of all, they need to prioritize and take action. To map the right mix of income sources takes an understanding of the impact on the organization. How will the new activities impact human and financial resources? Do you have the capacity to do something different?
And, you need a team to serve as a task force to explore the potential of each strategy. What are the challenges, benchmarks, and methodology? Earned revenue, fee-for-service, social enterprise? Small to mid-size donations? Major gifts? They all take work, resources, and strategy.
Get the right people on board to make it happen! Many boards have 1/3 that actively engage, 1/3 that will do something if asked, and 1/3 that are dead weight. So, seriously consider who can help to provide experience, leadership and enjoy challenges. Even consider people who could only come on board for a year. To climb out of existing patterns, you need energy and commitment from everyone.
Prioritize. Where’s the biggest impact you can make with the resources you have? And grants? Yes, that’s still part of the mix. But maybe it’s a capacity-building grant to support the new path to sustainability.

Do it now!

It sounds like a long and drawn out process, right? It doesn’t have to be. That’s why you need a team/task force. And you may need someone internally or externally to drive the process and timeline. It will not be a long drawn out process if the team agrees to meet weekly for three months. Since this is a short-term initiative to create your financial resilience and sustainability plan, include a timeline and action steps for achievement. So, do it now — don’t wait until your organization is in crisis, scrambling to make up those lost dollars. And if you want help getting your plan together, let’s talk!