Die on my hill? Change my attitude? Help with non-profit woes
January 16, 2016 2:33 AM Subscribe
Help me decide when it is ok to be obstinate and disagreeable, and if that is the right route for me. I work for an incredibly small non-profit and it’s driving me crazy. They hired me to make changes and it feels like most everything I do is wrong and re-rationalized back into the “old way” of doing things. I want to get shit done! However, I have a history of agreeing to all suggestions from authority figures, and don’t want to get fired for doing something The Board [my supervisors] disagrees with.
I would talk with someone in my organization about this…but there isn’t anyone. Our organization has 2.5 employees. (Not an exaggeration.)
The Board’s decisions are making me stalled out and bitter. I need to move forward and generate some $$, otherwise there won’t be any funds in the organization to pay me. This organization has been around for 30 years. My department is recovering from 5 years of mismanagement, the other departments are doing great. What My Dept did correctly before the mismanagement is a mystery to me, records do not exist for anything from 1995 - 2015. I have been working in my current position since September, and had a less senior position with the same organization since April.
I have been hired to develop and deliver programs, they say they want change. However…
Want to charge for a program? NO. Want to welcome the public into our space and charge admission? NO. Want to make sure we meet basic standards for the Stuff We Care For? TOO EXPENSIVE. (which is why I personally spend ~5% of my income on Stuff…) Want to get signs printed on a printer instead of written in Sharpie? WHAT ARE YOU THINKING
No wonder we’re going broke, we don’t charge for anything and expect people to donate for All The Things.
Unlike a lot of you strong and feisty MeFites, I have a tendency to just believe what authority figures say, or if I disagree, just put up with it. Why rock the boat, you know?
I feel like I’m ready to capsize the boat and do an in-person equivalent of an online flame-out. Help me put this in perspective. Help me understand if I want a unicorn, or if my frustrations are reasonable.
If I stand up to The Board and hold my ground on “We need to charge for events!” or other matters that are important to me, what are some realistic outcomes?
Come to think of it, how do I hold my ground tactfully…without being negative attention-seeking and awful?
If it helps in terms of social perception, I am a 30 year old female.
I would talk with someone in my organization about this…but there isn’t anyone. Our organization has 2.5 employees. (Not an exaggeration.)
The Board’s decisions are making me stalled out and bitter. I need to move forward and generate some $$, otherwise there won’t be any funds in the organization to pay me. This organization has been around for 30 years. My department is recovering from 5 years of mismanagement, the other departments are doing great. What My Dept did correctly before the mismanagement is a mystery to me, records do not exist for anything from 1995 - 2015. I have been working in my current position since September, and had a less senior position with the same organization since April.
I have been hired to develop and deliver programs, they say they want change. However…
Want to charge for a program? NO. Want to welcome the public into our space and charge admission? NO. Want to make sure we meet basic standards for the Stuff We Care For? TOO EXPENSIVE. (which is why I personally spend ~5% of my income on Stuff…) Want to get signs printed on a printer instead of written in Sharpie? WHAT ARE YOU THINKING
No wonder we’re going broke, we don’t charge for anything and expect people to donate for All The Things.
Unlike a lot of you strong and feisty MeFites, I have a tendency to just believe what authority figures say, or if I disagree, just put up with it. Why rock the boat, you know?
I feel like I’m ready to capsize the boat and do an in-person equivalent of an online flame-out. Help me put this in perspective. Help me understand if I want a unicorn, or if my frustrations are reasonable.
If I stand up to The Board and hold my ground on “We need to charge for events!” or other matters that are important to me, what are some realistic outcomes?
Come to think of it, how do I hold my ground tactfully…without being negative attention-seeking and awful?
If it helps in terms of social perception, I am a 30 year old female.
I served on a board of a nonprofit with a mandate for providing economically-accessible events and spaces. If your org is similar, the board members are doing their jobs to provide governance that aligns with the mission of the org. In many cases a nonprofit's staff/board structure serves the org well with the board holding a more conservative/protective position and the staff driving innovation. This can be a healthy tension, but it requires good communication and solid relationships - it sounds like you're not there yet. Have you presented business cases and financial models that show how charging for events - or some portion of events - might further the org's growth, reach, or other aspects of its stated mission? You might reach out to one or two board members you find most sympathetic for advice on bringing these kinds of ideas to the full board.
posted by judith at 4:14 AM on January 16, 2016 [7 favorites]
posted by judith at 4:14 AM on January 16, 2016 [7 favorites]
That 5% of your income you're spending on them? Use it for yourself ... to secure a better job elsewhere.
posted by Sheydem-tants at 4:54 AM on January 16, 2016 [8 favorites]
posted by Sheydem-tants at 4:54 AM on January 16, 2016 [8 favorites]
Obstinate and disagreeable is unlikely to work. Honestly, my guess is that nothing is likely to work, but obstinate and disagreeable is especially problematic because it conveys disrespect for the people whose approval you need. I think your best shot, short of finding other employment, would be to seek clarification of what they want you to do. You are concerned that you might be misunderstanding what they want you to do for them. What sorts of programs do they want you to deliver, on what timeline, with what resources? If you can get straight answers to such questions, that might help you decide whether their conception of your role makes any sense, and whether you are willing to do it. From the sound of it, though, the answers will be somewhat handwavey and avoidant. You'd be justified in being mad about that, but it won't help. If the board / your supervisors admit to being conflicted about these matters, and if you can express some sympathy rather than disapproval, then maybe they'll let you help them move towards some resolutions that permit progress.
But don't hold your breath.
posted by jon1270 at 5:24 AM on January 16, 2016 [4 favorites]
But don't hold your breath.
posted by jon1270 at 5:24 AM on January 16, 2016 [4 favorites]
If I stand up to The Board and hold my ground...
That's not how it works if you have any hope of being effective in your role. If you want to stay there (I wouldn't), you and the board need to be a team. An adversarial culture isn't good for anyone, or for the organization.
In my experience--and this is easier said than done--you need to wow them within the parameters they set for you, which builds respect and trust, which in turn sometimes translates to more freedom to try new things.
There's an old saying about paid staff working with volunteers: get there first with a better idea. The point being, save your leadership all the futzing around with bad/outdated ideas by showing them a way to do things that they perceive to be better.
So far, it seems, your better ideas are not perceived to be better, which suggests that they are too much, too soon, and/or not aligned with their views of their organization.
Take the Sharpie signs. WHY are they viewed as better than something more professional? Is it because they valorize "homemade" as being somehow more authentic? Or is it strictly financial? Is there some way to improve on the signs in a way that's consistent with the board's views on them?
Anyhow, this all sounds pretty hopeless. Based on what you've written, I'd be looking elsewhere.
posted by Short Attention Sp at 5:43 AM on January 16, 2016 [7 favorites]
That's not how it works if you have any hope of being effective in your role. If you want to stay there (I wouldn't), you and the board need to be a team. An adversarial culture isn't good for anyone, or for the organization.
In my experience--and this is easier said than done--you need to wow them within the parameters they set for you, which builds respect and trust, which in turn sometimes translates to more freedom to try new things.
There's an old saying about paid staff working with volunteers: get there first with a better idea. The point being, save your leadership all the futzing around with bad/outdated ideas by showing them a way to do things that they perceive to be better.
So far, it seems, your better ideas are not perceived to be better, which suggests that they are too much, too soon, and/or not aligned with their views of their organization.
Take the Sharpie signs. WHY are they viewed as better than something more professional? Is it because they valorize "homemade" as being somehow more authentic? Or is it strictly financial? Is there some way to improve on the signs in a way that's consistent with the board's views on them?
Anyhow, this all sounds pretty hopeless. Based on what you've written, I'd be looking elsewhere.
posted by Short Attention Sp at 5:43 AM on January 16, 2016 [7 favorites]
jon1270 has the right idea, if only to confirm to you what you must already know. The board has been there before you, and they will be there long after you're gone.
There's something to be said for doing excellent work on their terms to "build trust," but there might not be any money left by the time you get to that point.
I prioritize jobs where my goals and ideas are aligned with the organization's vision for what to do in the future. If I realize that in some way we are on different pages and my job will be about working levers to slowly steer things in my direction, I usually leave for an organization more aligned with my own goals.
posted by deanc at 5:50 AM on January 16, 2016 [3 favorites]
There's something to be said for doing excellent work on their terms to "build trust," but there might not be any money left by the time you get to that point.
I prioritize jobs where my goals and ideas are aligned with the organization's vision for what to do in the future. If I realize that in some way we are on different pages and my job will be about working levers to slowly steer things in my direction, I usually leave for an organization more aligned with my own goals.
posted by deanc at 5:50 AM on January 16, 2016 [3 favorites]
This is a lost cause. As I've observed before the boards of non-profits are plagued with the best and the worst kind of people. You would be better served to get a regular job at a company where you can be paid a fair wage for your work, and volunteering at non-profits as a side line.
As for spending your own money on things, stop that this instant!
posted by Ruthless Bunny at 6:12 AM on January 16, 2016 [2 favorites]
As for spending your own money on things, stop that this instant!
posted by Ruthless Bunny at 6:12 AM on January 16, 2016 [2 favorites]
A few thoughts for you, in no particular order...
Do you have a job description and, if so, does it clearly delineate where your authority begins and the board's ends? Revise it if necessary, but you need one that you can reference as the source of your purview for action.
Divide and conquer the board, by splitting them into committees, three of which should be strategic planning, development and finances. If "Finances" is too blunt, pick a word like "operations" or "organizational well-being." Lead from beneath to ensure the committees have missions that will require them to understand the interplay between fundraising, fee-based programming and institutional sustainability. The other board members may hear the money message better when it comes from their peers.
If the committee approach sounds like too much work for you, try converting some matters to executive committee decisions. Regardless, be sure Board action can happen electronically to speed things up. Sometimes people perceive electronic Board activities as more urgent and/or find it easier to vote against the status quo when they don't have to face their fellow directors in person.
Partner with organizations with complimentary messages that typically charge for programming/events. It will expose your org to a new donor pool and demonstrate that fees aren't the end of the world. If you can keep a piece of the proceeds, all the better.
If the org previously successfully relied on donors to fund its activities and can't generate enough funds that way now, that's a huge problem that will likely require you to get to the bottom of the ten year data gap. What happened? Were donors alienated or lost from the database? Did a major funder stop providing grants (and FYI, pray you're not audited)? Is some other org doing better work or is somehow more attractive, meaning that you have to rejigger your offerings? Is remedial PR required?
Do the bylaws allow for more Board members? Work with the board, again leading from beneath or with help from an outside facilitator, to identify skills gaps on the Board, including cross-pollination with other Boards. It sounds like your Board could use some outside perspective.
Returning to grantsmanship/fundraising, if $ have fallen, you need to contact the folks who are turning away and find out why (see also, getting to the bottom of then ten year gap), by way of introducing your self as the new ED.
Bottom line: you don't have to go down with this ship.
posted by carmicha at 6:27 AM on January 16, 2016 [4 favorites]
Bottom line: you don't have to go down with this ship.
posted by carmicha at 6:27 AM on January 16, 2016 [4 favorites]
So I just noticed that you may not be the ED; you were hired to develop programs. In that case, the resistance you're encountering may be because worrying about the money isn't your job. That said, you obviously have a stake in the org solving its financial woes, which means working with the ED or whoever does development, because the programs you devise are critical to donor appeal.
For your org to prosper, you have to be very strategic about the constituencies for your programs and how to pitch/shape them for maximum donor/grantor bait, preferably coming at whatever it is you do from multiple angles. Do that in consultation with the ED/DevDir... Involve the board when you want to expand the org's ability to attract new support sources, e.g., via vertical or horizontal services enhancement, so it's perceived as achievable, consistent and strategic.
posted by carmicha at 7:55 AM on January 16, 2016 [2 favorites]
For your org to prosper, you have to be very strategic about the constituencies for your programs and how to pitch/shape them for maximum donor/grantor bait, preferably coming at whatever it is you do from multiple angles. Do that in consultation with the ED/DevDir... Involve the board when you want to expand the org's ability to attract new support sources, e.g., via vertical or horizontal services enhancement, so it's perceived as achievable, consistent and strategic.
posted by carmicha at 7:55 AM on January 16, 2016 [2 favorites]
Here's an example that combines the advice in both of my posts. Say you work with autistic kids. If your town's got a competent and beloved animal shelter, you might put together a program where the kids train the dogs that come in to make them more adoptable. Maybe it's an after school program to help families who can't afford that. Now you've got exposure to the shelter's donor pool and you can pitch future program expansions four ways depending on which message is most potent with your target. help autistic kids, help animals, help disadvantaged families, and fill community gap in after school care.
posted by carmicha at 8:02 AM on January 16, 2016 [1 favorite]
posted by carmicha at 8:02 AM on January 16, 2016 [1 favorite]
You have some wonderful advice here. I'll try to offer a couple things that haven't been specifically covered:
I have a tendency to just believe what authority figures say, or if I disagree, just put up with it. Why rock the boat, you know?
For this, I recommend therapy and/or executive coaching. This problem will recur in your career - why not use this as a chance to learn how to arrive at stronger personal convictions and weigh the opinons of others without being wholly made up by them?
I am also confused about whether you are the ED. Are you? If you are not the ED, you should probably not be the one making your funding and needs cases directly to the board. If that is happening, you've got an extremely informal organization, perhaps so informal it's toxic. The ED needs to be the one working with the board to develop clear priorities.
If you are the ED, it's even more troublesome. The board needs to empower the ED's management, not stonewall the ED and question their wisdom. If that's what's happening, consider hitting the brakes on all this program development and minutiae and get some board training from a consultant. The board may not understand what it should be doing, and is wasting time and energy micromanaging and bickering. The other possibility, as carmicha has noted, is that you don't understand what the board/ED wants you to be doing.
Also, read again what judith said about offering business cases and financial models. Digging in with "I'm just right!" is far less productive than walking people through the research you've done and providing the documentation for them to review, showing that there is data to support your argument.
Last thought: I kind of agree with those who say you might consider a job search. There's a lot of dysfunction present. At your stage, you could really use an organization with the personnel and resources to mentor you in leadership. But you're at an organization that can't afford signs, let alone professional development. Scurry! You need to work in a place that will invest in you and help you build the tools to be more successful in leadership.
posted by Miko at 8:08 AM on January 16, 2016 [2 favorites]
I have a tendency to just believe what authority figures say, or if I disagree, just put up with it. Why rock the boat, you know?
For this, I recommend therapy and/or executive coaching. This problem will recur in your career - why not use this as a chance to learn how to arrive at stronger personal convictions and weigh the opinons of others without being wholly made up by them?
I am also confused about whether you are the ED. Are you? If you are not the ED, you should probably not be the one making your funding and needs cases directly to the board. If that is happening, you've got an extremely informal organization, perhaps so informal it's toxic. The ED needs to be the one working with the board to develop clear priorities.
If you are the ED, it's even more troublesome. The board needs to empower the ED's management, not stonewall the ED and question their wisdom. If that's what's happening, consider hitting the brakes on all this program development and minutiae and get some board training from a consultant. The board may not understand what it should be doing, and is wasting time and energy micromanaging and bickering. The other possibility, as carmicha has noted, is that you don't understand what the board/ED wants you to be doing.
Also, read again what judith said about offering business cases and financial models. Digging in with "I'm just right!" is far less productive than walking people through the research you've done and providing the documentation for them to review, showing that there is data to support your argument.
Last thought: I kind of agree with those who say you might consider a job search. There's a lot of dysfunction present. At your stage, you could really use an organization with the personnel and resources to mentor you in leadership. But you're at an organization that can't afford signs, let alone professional development. Scurry! You need to work in a place that will invest in you and help you build the tools to be more successful in leadership.
posted by Miko at 8:08 AM on January 16, 2016 [2 favorites]
I have worked with non-profits that have a culture of thinking that they can't afford things like a printer when really they can (I've seen the numbers). It's challenging!
Hold your ground tactfully by sticking to relevant and useful facts.
In your situation I would be proposing "trial periods" where they approve trying out your bright ideas. In some cases, their actual concerns may come out during the trial period and you can work with those, and in other cases, they may reject the perfectly-sound idea even after the trial period. In many cases, they'll see the virtue of the bright idea and stick with it.
posted by aniola at 8:52 AM on January 16, 2016 [1 favorite]
Hold your ground tactfully by sticking to relevant and useful facts.
In your situation I would be proposing "trial periods" where they approve trying out your bright ideas. In some cases, their actual concerns may come out during the trial period and you can work with those, and in other cases, they may reject the perfectly-sound idea even after the trial period. In many cases, they'll see the virtue of the bright idea and stick with it.
posted by aniola at 8:52 AM on January 16, 2016 [1 favorite]
I personally have seen three organizations go through a "should we charge for our events?" analysis process and independently conclude "no," so I don't think this is quite the no-brainer you think it is. The lack of money is the issue, not the fact that they aren't pursuing that one source of money.
I'd talk to the board or your supervisor about the budget you think you need to cover that 5% and have a working printer (or whatever) and develop a plan to fundraise for it. That might be an online appeal, an (optional!) fundraising pitch at events, increased board donations, or something else.
I don't fully understand the context and your problem (besides annoyance at this one decision), but in general, if you are the Director, you need to be actively managing the board -- building relationships with everyone, finding allies, bringing on new members, potentially encouraging the obstinate ones to retire... It's a very political, relationship-oriented process. From your question, it doesn't sound like you're analyzing the situation with this lens. If this is your role, I'd seek out a good training program and a mentor or two.
posted by salvia at 12:50 PM on January 16, 2016
I'd talk to the board or your supervisor about the budget you think you need to cover that 5% and have a working printer (or whatever) and develop a plan to fundraise for it. That might be an online appeal, an (optional!) fundraising pitch at events, increased board donations, or something else.
I don't fully understand the context and your problem (besides annoyance at this one decision), but in general, if you are the Director, you need to be actively managing the board -- building relationships with everyone, finding allies, bringing on new members, potentially encouraging the obstinate ones to retire... It's a very political, relationship-oriented process. From your question, it doesn't sound like you're analyzing the situation with this lens. If this is your role, I'd seek out a good training program and a mentor or two.
posted by salvia at 12:50 PM on January 16, 2016
This is a lost cause. As I've observed before the boards of non-profits are plagued with the best and the worst kind of people.
I'd disregard any advice that refers to "nonprofits" as if they were all the same. While yes, as in any context, you'll have good people and bad people, the sophistication and functionality of nonprofit boards vary widely. A good director can transform an ineffective board into an effective board. This isn't some immutable trait of nonprofits; building a good board and managing one are professional skills that can be learned. If you're the Director and you don't like your board, then change it. Or move on.
posted by salvia at 12:56 PM on January 16, 2016 [2 favorites]
I'd disregard any advice that refers to "nonprofits" as if they were all the same. While yes, as in any context, you'll have good people and bad people, the sophistication and functionality of nonprofit boards vary widely. A good director can transform an ineffective board into an effective board. This isn't some immutable trait of nonprofits; building a good board and managing one are professional skills that can be learned. If you're the Director and you don't like your board, then change it. Or move on.
posted by salvia at 12:56 PM on January 16, 2016 [2 favorites]
The toughest part of working at an established non-profit of any size is always going to be the service provided, the cost of the service, and the fragility of the board to make something work that will also cost money.
That being said, I think you need to look at some events or opportunities that won't cost any money to the organisation and then go out and find the money to make it happen while aiming to get the event to the most people at any possible lowest mean cost. Then, replicate like crazy.
Secondarily, you should look at what your org already does well enough to keep doing and create some kind of opportunity for the board to share that vision to new and existing supporters of every income level, particularly people who might be cajoled to some kind of event where they will see lots of speakers on roughly the same kind of topic, from all different angles and ages.
I would not give yourself the pressure of thinking this is a make-or-break job. The board is probably eager to have you but is also realising that things are not what they were for whatever reason. I know the feeling having served on four boards and now serving on another; boards have a tendency to be the conservative voice for no-change-is-still-a-change in the sense that groups that can keep doing X in a time of Y are better off than new-fangled organisation Z or A who might be more fashionable but are nowhere near the real or thought-of influence of X (to the board).
The other thing to remember is that boards, for the most part, have little if anything to lose if the non-profit sinks. You should ruminate on that particular set of circumstances that are present with the situation of the "jaded" or dismissive board member(s). Then, invite them to dinner and let them talk all night and take notes. It's going to take a ton of time for this to work if you want it to.
I am sorry this is your job! I worked at a non-profit with 2 employees and the board was awful but handpicked by the ED, so you couldn't blame them for being so terrible as none of them had any experience.
posted by parmanparman at 5:09 PM on January 16, 2016 [1 favorite]
That being said, I think you need to look at some events or opportunities that won't cost any money to the organisation and then go out and find the money to make it happen while aiming to get the event to the most people at any possible lowest mean cost. Then, replicate like crazy.
Secondarily, you should look at what your org already does well enough to keep doing and create some kind of opportunity for the board to share that vision to new and existing supporters of every income level, particularly people who might be cajoled to some kind of event where they will see lots of speakers on roughly the same kind of topic, from all different angles and ages.
I would not give yourself the pressure of thinking this is a make-or-break job. The board is probably eager to have you but is also realising that things are not what they were for whatever reason. I know the feeling having served on four boards and now serving on another; boards have a tendency to be the conservative voice for no-change-is-still-a-change in the sense that groups that can keep doing X in a time of Y are better off than new-fangled organisation Z or A who might be more fashionable but are nowhere near the real or thought-of influence of X (to the board).
The other thing to remember is that boards, for the most part, have little if anything to lose if the non-profit sinks. You should ruminate on that particular set of circumstances that are present with the situation of the "jaded" or dismissive board member(s). Then, invite them to dinner and let them talk all night and take notes. It's going to take a ton of time for this to work if you want it to.
I am sorry this is your job! I worked at a non-profit with 2 employees and the board was awful but handpicked by the ED, so you couldn't blame them for being so terrible as none of them had any experience.
posted by parmanparman at 5:09 PM on January 16, 2016 [1 favorite]
It's not quite clear what your role is. You kind of talk like you're the ED/GM/whatever, but your concerns sound like someone who reports to that person. If you are not that person, you may not be aware of all that is going on. I've been on boards of non-profits for the past 15 years or so and there always seems to be that one employee that doesn't know as much as they think they do and is constantly criticising board decisions without really knowing the factors that led to the decision.
If you are in that role that directly works with the board (whether as an ex-oficio board member or not) and you're having trouble getting what you see as sensible decisions, you might need to lead the board more - provide very well-researched and costed proposals that give the board comfort you have considered all the angles and the risk is low. Boards are notoriously conservative and combined with a non-profit organisation, any change or new direction can be hard to get approval for, especially if proposals have previously not achieved well.
There is often a small but influential part of the board that will oppose any change or risk - try working with them between meetings and getting them to provide input so it's difficult for them to oppose your proposal when it comes to a vote. This also creates a perception that the board has come up with the idea - you may not get the credit you might like but, hey, welcome to the world of non-profits.
posted by dg at 4:15 AM on January 17, 2016 [2 favorites]
If you are in that role that directly works with the board (whether as an ex-oficio board member or not) and you're having trouble getting what you see as sensible decisions, you might need to lead the board more - provide very well-researched and costed proposals that give the board comfort you have considered all the angles and the risk is low. Boards are notoriously conservative and combined with a non-profit organisation, any change or new direction can be hard to get approval for, especially if proposals have previously not achieved well.
There is often a small but influential part of the board that will oppose any change or risk - try working with them between meetings and getting them to provide input so it's difficult for them to oppose your proposal when it comes to a vote. This also creates a perception that the board has come up with the idea - you may not get the credit you might like but, hey, welcome to the world of non-profits.
posted by dg at 4:15 AM on January 17, 2016 [2 favorites]
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Move on.
posted by urbanwhaleshark at 4:12 AM on January 16, 2016 [2 favorites]