Smart Stewardship for Nonprofits

1. Smart Stewardship for Nonprofits • Based on the widely acclaimed book by • Peter Brinckerhoff • October 10, 2013 | 2013 NIB/NAEPB National Conference and Expo 1

2. Your Presenter • Peter Brinckerhoff • Corporate Alternatives, Inc. • 217-341-3836 • peter@missionbased.com • www.missionbased.com | 2013 NIB/NAEPB National Conference and Expo 2

3. Three Key Philosophies, and a pair of rules... • Philosophies • Your nonprofit is a mission-based business. • No one gives you a dime. • Non profit doesn’t mean no profit. Why? • Rules • Money is the enabler of mission. • Profit is the enabler of more mission. • Not all services need to be profitable. • There’s a double return on investment. | 2013 NIB/NAEPB National Conference and Expo 3

4. High Return on Investment F I N A N C I A L R E T U R N Low High Low MISSION RETURN | 2013 NIB/NAEPB National Conference and Expo 4

5. 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. | 2013 NIB/NAEPB National Conference and Expo 5

6. 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. | 2013 NIB/NAEPB National Conference and Expo 6

7. 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? | 2013 NIB/NAEPB National Conference and Expo 7

8. 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. | 2013 NIB/NAEPB National Conference and Expo 8

9. 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. | 2013 NIB/NAEPB National Conference and Expo 9

10. The Smart Growth Decision Tree | 2013 NIB/NAEPB National Conference and Expo 10

11. 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 | 2013 NIB/NAEPB National Conference and Expo 11

12. Can we protect our existing services’ quality? Have we done the appropriate business analyses? Can we get good before we start? Is it something we already do really well? Proceed with caution Do NOT proceed until problems are resolved Evaluating a Growth Opportunity Is the growth area consistent with our mission and values? Do we have the cash to invest? Have we consulted/involved the appropriate people? Do we have the capacity to grow? | 2013 NIB/NAEPB National Conference and Expo 12

13. 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. | 2013 NIB/NAEPB National Conference and Expo 13

14. 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. | 2013 NIB/NAEPB National Conference and Expo 14

15. 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. | 2013 NIB/NAEPB National Conference and Expo 15

16. Hands-on Values • State your case in your values. • Think these through collaboratively, and don’t just put obvious things in. • Have values that require discussion to implement. • Be analog not digital. • Google’s key value? • Don’t have values you can’t live with. • Share and amend as needed. | 2013 NIB/NAEPB National Conference and Expo 16

17. More on values • Use your values in your employee and volunteer recruitment. • Use your values as a management and decision-making tool. • Enforce values in your behavior management. • Be public-hold yourself accountable! | 2013 NIB/NAEPB National Conference and Expo 17

18. Have some values…. • Respect: We will treat others as we would like to be treated. We do not tolerate abusive or disrespectful treatment. • 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. • 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. • 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. | 2013 NIB/NAEPB National Conference and Expo 18

19. Leading Your People Through Change • Key philosophy: • Your organization needs good staff a lot more than your good staff need your organization! • In growth situations, your people need to be visibly led. • Navigating change requires constant leadership. | 2013 NIB/NAEPB National Conference and Expo 19

20. Leadership in change • You have to lead from the front—be visible and accessible. • “People don’t care how much you know until they know that you care.” ---John Maxwell. • Be a mission cheerleader. • 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. | 2013 NIB/NAEPB National Conference and Expo 20

21. 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.... | 2013 NIB/NAEPB National Conference and Expo 21

22. 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? | 2013 NIB/NAEPB National Conference and Expo 22

23. Bottom-up management • Treats management as a support function, not a restrictive one. • Values direct service staff above all. • Pushes decisions as close to the line of service as possible. • Flips the organization chart upside down. • Works in competitive, growing environments and with younger workers. | 2013 NIB/NAEPB National Conference and Expo 23

24. The traditional model… • This traditional organizational chart was developed for large organizations in non-competitive environments. • It worked-under those conditions. | 2013 NIB/NAEPB National Conference and Expo 24

25. The improved model… • 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. • And staff stay longer, work harder and have more enthusiasm for their work. | 2013 NIB/NAEPB National Conference and Expo 25

26. Components of bottom-up management. • You are an enabler, not a restrictor. • Treat others the way THEY would like to be treated. • Be a leader, but be willing to follow! • When you are praised, pass it on; when criticized, take the fall. • They are not your staff. You are their supervisor. • 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. | 2013 NIB/NAEPB National Conference and Expo 26

27. 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. | 2013 NIB/NAEPB National Conference and Expo 27

28. Leadership Takeaways • You need your good staff more than they need you. • Leading change is about leading people. • Leadership is a support function. You support those you supervise. | 2013 NIB/NAEPB National Conference and Expo 28

29. Final Check • What’s your big takeaway? | 2013 NIB/NAEPB National Conference and Expo 29

30. 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 | 2013 NIB/NAEPB National Conference and Expo 30

31. That’s it for me..... • Thanks for having me, and remember to email me with any questions. • Enjoy the rest of the conference! | 2013 NIB/NAEPB National Conference and Expo 31