Should a CEO sit on the board of his/her own directors' companies?

Wednesday, May 26, 2010


Q: In our organization the Program and Development Departments work in silos. What is disconcerting is that they have no desire to work together. Development constantly complains that Program doesn’t share “its” list of donors or turn in required reports. Program complains that Development siphons needed resources from the mission and that its requests and grant proposals unnecessarily add to Program’s work load. A number of us feel this is not the way to do business, but we haven’t been able to convince everyone to play together nicely in the same sandbox. Do you have any suggestions to change the culture here?

A: If it makes you feel any better, the situation you describe is, unfortunately, not that uncommon. However, you are smart to want to change it. People invest in impact and impact comes through effective programming. But, effective programming costs money. The greater divide between Program and Development, the less successful Development can be in bringing in the dollars that will support the program.

While there is no single or easy answer, there are a few things I suggest trying. All start with the organization’s vision for the community. I would bring the entire staff together to affirm both the picture of how the community will be different – better – as a result of the organization’s efforts, and the staff’s commitment to achieving that vision. Sometimes, merely reminding people of what they are working toward and that everyone shares the same goal will be sufficient to get them to work more cooperatively.

If it is not, I might ask each department to consider its role in turning the vision into reality. Specifically, for what steps must it be responsible if the vision is to be actualized? What conditions will it have to meet? What resources – monetary, human, physical, etc. – will the department require to accomplish each step? Once these questions are answered, each department will have a better idea of what it can do on its own and what it needs help to accomplish. Usually people realize rather quickly that they have to go outside their department in order to achieve their goals, again making them more willing to work together.

Of course, you can always acknowledge the divide you see, bring the bickering departments together and have them take turns asking each other why given procedures are in place or why certain information is requested. Insist that the group that asks the question really listen to the response! Allow people the opportunity to clarify the answers they heard. Only at that point, give members of that group a chance to share why they find the requirement unnecessary or onerous. Let them offer alternative approaches. Then, open the floor for discussion.

If you still face resistance after all this, ask the departments to take this next step. Give them pads of Post-It notes in two colors. Designate one color to represent the resources – both tangible and intangible – the department needs. Designate the other color to represent the resources the department has. Have each department begin jotting down resources – one per page. With the resources the department has available it is important to list all the assets, not just those it has that it has determined it will need to accomplish its own goals. Post these on a wall gallery-style, where representatives from each department can come by and see if any other department has the resources it needs. Be sure to note in some way which asset came from which department – e.g., by writing the department’s name on each page or by placing the pages on the wall under an identifying banner. In most cases, the needed resources will be available in-house. This opens yet one more avenue for collaboration between departments.

There may still be some additional resources required by one or more of the departments. You can have representatives from each department sit down and discuss who they know in the community that might have the needed resources. Based on the answers, they can then discuss who from within your organization might have an established relationship with that individual or organization and could make the ask. Such an approach emphasizes the “we’re all in this together” attitude that is so important.

These simple exercises remind everyone that they are each a part of something larger than just their own department and that they owe it to the community to cooperate with anyone – internally or externally – that can help them meet that commitment to the community. The discussion of who or what organization(s) outside their own institution might be able and willing to contribute resources acts as a not-so-subtle reminder that if others outside their organization are willing to work selflessly with them, there is no room for department-centric feelings within the institution.

The culture in your organization will not change overnight. Departments will have to be encouraged to share the results of their efforts with the other departments so everyone can recognize the impacts being made. The organization’s leadership will have to share organization-wide outcomes with all the departments and recognize and reward the sharing of resources. But, over time, the silos will begin coming down.

Saturday, May 15, 2010

I'm Not Moving, I'm Stuck

So we're stuck. Why does it seem that "stuck" although not unique to the nonprofit sector seems intractable in many nonprofit organizations. Why is it that we artfully craft mission and vision statements that reflect our desire to change communities, change outcomes and change the world yet we refuse time and again to change the business of our organization.

Neale Donald Walsch known for his "Conversations With God," series discusses change in his most recent book, "When Everything Changes Change Everything." Walsh writes, "If when everything changes, you wish to change everything, the first thing you may wish to change is your idea about why change occurs." He continues by suggesting that, "change occurs because of who you are and why you are here." Is it not appropriate for us as leaders, donors and beneficiaries of the programs and ideas pushed out through our nonprofit organizations to ask the same question from a business perspective. Who are we and why are we here ... now ... today and into the future.

"Change occurs because you want it to occur," says Walsh. "Everything that changes, changes at your direction." His also suggests that until we become conscious of this change it may manifest itself through a silent shift. This shift, as a response to circumstances, instinctly begins to set change in motion so that, hopefully, we become aware and can successfully grow and adapt. How many times have we squashed the incubation of silent shifts in our organizations rather than picking up the mantel of change. How often are we given an opportunity to change, at our own direction, but we remain stuck.

Walsh describes life as being functional. When life moves too far off functionality it "puts in place an adaptaton . . . which assures that life remains sustainable." But not just as it was but rather "through it's new changed form . . . "

So I ask how will nonprofits remain sustainable and fullfull their promises if the calls to action are merely drowned out by, "I'm not moving, I'm stuck!