Transcript
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Anything really worth doing takes persistence, perseverance and stubborn determination.
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Welcome to the practice of nonprofit leadership.
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I'm Tim Barnes.
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And I'm Nathan Ruby.
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Well, Nathan, I know that you've had some challenges recently.
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You've had a challenging schedule.
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There's a lot been going on and it's kind of par for the course.
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As an executive director of a nonprofit, it seems like so many challenges whether it's resources, whether it's dealing with the problem you're focused on, or even with the people that you're working with it could be all of these together.
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Nathan, how do you keep going when you're wrestling with all those things?
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Oh man, yeah, Tim, it's been a rough 30 days.
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We always say that being an executive director is fun and exciting and awful and difficult, and you know all these different descriptors that are up and down and all over the place, and sometimes you get an extended period of the negative side, of the downside, and for the last month, I've had donor trips, which are great.
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I mean, I love going on my donor trips, but travel is so difficult anymore, and we've had program issues in Haiti that we've been very difficult to get over, and we've done three events, tim, in the last 30 days, and events are not my strong suit.
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So, anyway, it's been out of my comfort zone for an entire month and it could be tiring, to say the least, and so, yeah, there are some things that I do to try to get through this when these times are happening, and I think that's what we're talking about today, tim.
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Today we want to talk a little bit about tenacity.
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How do we build tenacity into our leadership, into our role as executive director?
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And I'm actually excited to talk about this.
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I think there are some really good points, not easy, but kind of simple steps that we can take to begin to build that tenacity into our leadership.
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So I'm excited to jump into it today, nathan.
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Number one.
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We have four points today.
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Number one is to cultivate a strong sense of purpose, and you know we talk about purpose and it comes up in our podcasts on a fairly regular basis, Tim, and it comes up so often because it is so important and you understanding and I think the keyword here is internalizing the mission of your nonprofit is fundamental.
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If you don't have a strong sense of personal, inside of yourself, purpose for what your organization does, it's very difficult to develop tenacity over the long haul.
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And and I think it's it's that's on us as leaders, Tim, is to, because sometimes and I think actually, if I'm honest, I probably have been guilty of this a couple of times in my life I've taken jobs, I've taken positions that paid pretty well, you know, back in the day, and it was my family needed it, my spouse needed it, and I took it.
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And did I, did I totally 100% yo buy into the vision of the organization?
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No, it was in the ballpark, though, and you know it helped put food on my table, but I didn't get the level of tenacity, of excitement about it as I have with some of my other positions, and so it's just it's so critical for the long term, and I think one of the ways that you can help cultivate this strong sense of purpose is to help remind yourself and the team of the impact that your work is doing in the community and the beneficiaries that you serve.
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So here's three quick ways to do that.
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One is to celebrate the wins, and it is so important because sometimes wins come few and far between, and so look intentionally, look for things that you can celebrate and do that when those opportunities come up.
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Tim, I know that's something that you're really good at, much better than I am.
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Well, I think it's so easy to get solely focused on the challenges that you're facing every day.
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You're kind of like, okay, I gotta gotta go after this hill and, um, someone.
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I was reading a book I'll have to remember where it was but it talked about looking at the winds from a back backward perspective, as opposed to looking how far we still have to go.
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Look backwards at how far we've come and that's the wins, right.
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Hey, we've made these steps.
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Hey, we've got this new donor.
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We've been able to pull off this event.
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We've seen this person's life changed.
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Yeah, there may be 50 million that still need to be changed, but this one person has been changed, and so being able to celebrate is so important because it keeps you going and say, okay, I can take that next step then.
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Yeah, absolutely, tim.
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And so the next way is tell stories of the people you serve.
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Now, we talk about this all the time with fundraising is that you, when you're fundraising, you need to be telling the stories of the people that you serve.
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Right, and that's.
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That's something that we we talk about before on the show.
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But in this case, I think what we're also pointing out is that you've got to tell those stories internally.
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When your staff gets together, or your volunteers, when you bring people together, you, you have to tell those stories, because it is so easy to get buried in the weeds of.
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You know the budget is is due.
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You know, tim and I, before the show, we're talking, we're both working on budget for next year and you know you get caught into that and you get caught into oh well, this didn't go right and that didn't go right, and you lose track of that, that sense of awe and wonder of, oh my gosh, I am part of something spectacular that is really making a difference.
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So you've got to tell the stories to yourselves, to your inner group.
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And then, lastly, is remembering your why, and I think that and remembering your why for me is I get because my organization is medical and so in Haiti, and so I get pictures that comes back from Haiti during some of our medical clinics and our surgical clinics, and their picture some of them are pictures that we use, that we share in our marketing and fundraising.
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There are some pictures that I can't share because they're just too, they're too let's just say they're too medical, and those are the pictures.
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That helps me remember my why.
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Why is it that I'm doing this, which allows me to have the tenacity to put up with the bad stuff, and it helps me to keep going.
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You know, even putting the telling the stories with your why it actually puts a name and a face to why you do what you do.
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And sometimes it's easy just to be very and I'm going to take a medical term to be very clinical.
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You know on the kinds of work that we're doing and it's so important to do more than just sit in your office and make budget decisions.
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All those decisions need to have a face in front of you and you still may make the same decisions, but it just keeps you focused on why you're doing what you're doing.
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And to not give up, to have that tenacious spirit, starts by really coming back to having that strong sense of purpose that you're doing it for a reason.
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You're not just doing a job, you're not just getting a paycheck, but you're actually trying to make a difference in people's lives.
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Okay, let's go to number two.
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So number two is embrace challenges and learn from failures.
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So you know we've talked about learning from failures in the past on the show, but this time it is a part of keeping your tenacity levels up to keep you going when the going gets tough.
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And so number one, under embrace challenges, is viewing challenges as opportunities for growth rather than setbacks, and that can build resilience or tenacity.
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And this one is kind of hard because typically most people, you grow up and you go to school and you bring home a C minus or a D plus on your report card.
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Tim, that never probably ever happened to you, but it happened to me and you know I'd say, you know, mom and dad, I didn't do well, but I learned a lot and I'm trying and, yeah, that didn't fly so well.
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So we're not always taught to take our setbacks as a positive.
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But as an adult, in leading a nonprofit organization, this is something that it's a mindset that we have to develop, and just because something didn't work doesn't mean that we can't learn from it and can't use it as a positive and move forward with it.
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If we're always afraid of failing, that fear can become a restriction.
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It can constrain us from actually trying things, from taking some risks, from doing some things that seem maybe, oh, this can be really hard.
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But let's give it a shot and realize that again, we're not talking about being stupid, we're not talking about not having some wisdom, but it's actually taking some chances and trying some things that maybe other people would say, ah, I don't know.
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It's letting some of that fear go and allowing, even if we do fail to learn from what we've tried there.
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And I think, Tim, that is actually a leader issue, and so your staff, your volunteers, your board, they are looking to you and they're looking at you on what happens when you fail, or you you know some project or whatever it was that was that you had responsibility of.
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So I'm the executive director, I've got a team of two you know one part-time employee and one volunteer that that comes in three days a week, and that's my team, and I did something.
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I was responsible for what, whatever it is call it X, and X failed.
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It just didn't go the way that we had planned it.
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So your team is going to be looking at you on how you react and how you uh talk about what happened, to give them a cue or a clue as to how they're supposed to react when they're doing something that doesn't work.
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And so I think that's a key challenge for us as leaders to come in and say, gosh, you know what I worked on that and, wow, that didn't work.
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And then just to have a debriefing this is what we did, this is what didn't work.
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And then just to have a debriefing this is what we did, this is what didn't work.
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And so it's important, as leaders, that we take our failures and our disappointments and not treat it as the end of the world and this is the worst thing that could ever happen.
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To put it into perspective, learn from it and then move on.
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I think this is a really important cultural an issue for the culture that you build, and I think it also goes back to your board as well, because you want your board to be supporting and walking with you.
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It was interesting.
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I had a conversation with a board chair of a nonprofit organization recently and we were talking about that.
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In many nonprofit boards one of the key roles of the board is to mitigate or to avoid risk, protecting the profits, protecting the organization at all costs.
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But as we talked, this board chair talked about the fact that he believed that nonprofit boards should embrace risk rather than try to avoid risk.
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And that doesn't mean again being stupid, but nonprofits are created to solve problems.
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Nonprofits are created to solve problems.
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They're out there looking at what needs to change.
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It's not primarily about how much money we can raise, it's about actually changing the world, changing our world, changing the problem that's put before us.
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And sometimes that means taking a risk.
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That means saying, hey, let's try something.
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We don't know if it's going to work or not, but let's try it.
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And you know that is a different mindset and for some board members that may be kind of hard to grab onto to take a step into it to try to solve the problem rather than avoiding it.
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I thought that was really interesting.
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That's why we're created, why nonprofits are created to do that.
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Okay, tim, so you forced me to do this.
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I'm going to mush number two and number three together, which we had not planned to do but because of your story that you just told.
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Number three is foster a positive organizational culture.
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You're just talking about an organizational culture and I find this stuff fascinating, tim.
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So the risk adverse-ness is that a word?
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Adverse-ness?
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It is now Risk adverse.
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It is now it's the Tim and Nathan word, it's our dictionary.
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Tim, we can do whatever we want.
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So we take donor dollars.
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That's how we survive, that's how we have money in the checking account to make payroll and pay our bills.
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And so traditionally in my past, there's always been this understanding, right or wrong, that donors are writing a check and so we have to deliver on that $1,000, $500, $250 check.
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And how do we deliver?
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Well, we deliver by doing more.
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You know we deliver.
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Last year we did 100 people.
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This year we need to do 125 people, or we fail.
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Or you know, we did this.
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Now we need to do this plus and we get into this, this, this revolving door of we have to.
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We have to produce this expectation.
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And if we don't produce that expectation, then revenue is going to go down.
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Donors aren't going to give to us and so we can't take that risk.
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We can't risk not delivering these things, because it'll impact our revenue and then we're done, as opposed to going out and saying okay, donors, yes, we need this money to keep the lights on and to pay our employees, but we also want to do this amazing thing and we have no idea if it's going to work or not.
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Would you support us in doing that?
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Would you support us in doing that?
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And what is counterintuitive about that, tim, is maybe that on your direct mail, on your $20 donors, that's probably not a good strategy.
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Your $20 donors, they want the same thing that they've seen every year, because that's what they care about.
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However, your major gift donors, your big donors, they will actually get excited about that because your big donors, they want to solve problems and they are much more willing to accept risk that it won't work.
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I'll even go so far to say, tim, that you get a gift from a donor that allows you to try something and it doesn't work.
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Either it partially works or doesn't work at all.
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Don't be afraid of that, because then you get to go back to your donor and say, okay, here's what we did, here's the results.
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It didn't work the way we wanted and, believe it or not, that same donor will get excited about that and take another swing at it and say, okay, well, how are you going to change?
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What are you going to do different?
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And you may actually get a bigger gift on the second time than you did the first time, but you've got to have a culture of that.
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You have to have an organizational culture of we are going to step out and do different things and see if we can make that work to get closer to solving the mission that we have.
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There's so many ramifications of what we're talking about and it's not a simple, a simple thing.
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I always feel like I have to put a disclaimer for those who you know, have you ever bought a?
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Bought a saw, or like a chainsaw, and says you know, don't do this to.
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You know, don't do something stupid with it?
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And it's like why do you have to put that on there, Don't you think?
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Okay, so let's do a disclaimer.
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This is not an excuse for sloppiness.
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It's not an excuse for que sera sera.
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It's actually saying we see this problem, we're going to go after it, we're going to try something and if it works, awesome.
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If it doesn't, we're going to learn and do it better.
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But we actually are going to try something and take some risks because the problem is so big and it needs to be addressed.
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So big and it needs to be addressed.
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As long as you let people know ahead of time board members, donors and they know that this is the plan and this is what we're going to try, and this is a calculated risk, the outcome is less important and I'll second what Tim just said.
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This is not something to say okay, we failed miserably at something because we didn't work or we didn't plan right or we didn't.
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Oh, we could spin this to be a positive for our donors and say, oh, we tried it as a no, it doesn't.
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That won't fly.
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You've got to talk about it ahead of time and have your ducks in a row and do this intentionally.
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And we're talking about the organizational culture, no-transcript, the challenges that are taking place in Haiti right now, and it would be so easy just to like rub your hands and go, that's it, I'm done.
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And yet that's true of so many of the things that we do and we have to still figure out.
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How do we bring positivity, how do we bring encouragement into our organizational culture.
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Yeah, and you know we work on and you know Tim, so does you, and you know if you're listening to this podcast, so do you.
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I mean, we all do this together is we're working on issues and problems in our society that are meaningful and real and negatively impact people who are hurting because of whatever is happening to them.
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And that's what we do collectively, is we address those issues, and it is really easy to get sucked into the negativity and the feeling that, no matter what I do, I'm never going to get this solved, and that is a spiral that takes you down, and so you do have to have some tactics to combat that, and one of the things that we do as a staff is we have every staff meeting, every team meeting.
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Every week, we start off with a question of the day, and last week, the question last week is if you wanted to, if you had a famous writer write your biography, who would you choose to write it?
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We had all over the place.
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We had Stephen King, we had different ones.
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You know what's Daniel Steele?
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You know we had all these different things.
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And, uh, mine, um, mine was actually Tom Clancy.
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Um, he's my favorite author.
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I've read all of his books, uh, fiction and non-fiction, and now, my life has not been the genre that he writes, but I think he could probably take my life and kind of make it fit in there, maybe.
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But the point is we spent it took us about 10 minutes, 12 minutes, and it just we all laughed, we had fun, we made fun of each other and, uh, it just we spent.
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Uh, we spent 10 minutes, just, uh, you know, laughing and being together as a team, and then we spent the next hour trying to figure out how we were going to, you know, get our stuff done for the week, um, and so that's one of the things that we do as a team.
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We recently gathered all of our leaders together for a few days and had some pretty intense conversations and some intense learning, and then one evening we went and took everyone miniature golfing and had just that's awesome.
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You know, we have some people that are pretty competitive.
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We have other people that, like, really don't care but, and then we had ice cream together afterwards, which was was fun, and and one of our leaders talked about this, quote unquote kind of forced fun that we but and again, you can't force anyone to do anything but I think the key was we created an environment to step away from the intensity and the things that we're doing, just to enjoy each other, and we all need that.
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The problems will always be there and whether we do it personally or whether we do it as a team, the idea of finding those places that renew our spirit, that gives us a chance to relax, that actually has some enjoyment, is really important.
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I will tell you and I've learned this from my work with people who have been forcibly displaced around the world and if I go to a refugee camp and I'm sitting down, I'm having conversation, and the circumstances oftentimes are horrible.
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There's so many challenges, but I will tell you that I don't laugh as much as I do in that refugee camp, as I do any other time in my life, and the idea of even in the midst of those circumstances, they try to find something to laugh about and to keep their spirits up and to encourage them as they're in those circumstances.
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And it's just, we need those in our lives to have the tenacity to keep going and doing the things that we're called to do and the purposes that we've been created for, and so having that positivity is important, and, as leaders, we need to bring that to ourselves and to our organization.
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All right, let's keep going.
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Number four is keep the big picture in mind and I think we've been kind of talking about this all along, but it's.
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You know what's the vision of your organization?
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What problem in society are you trying to solve?
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And maintaining a long-term perspective is part of building and sustaining tenacity, because it then takes the day-to-day challenges and if you average out a week or a month or a quarter, in those days, you're going to have up days, you're going to have down days, you're going to have middle days, you're going to have hard days, you're going to have easy days, you're going to have fun days, you're going to have down days, you're going to have middle days, you're going to have hard days, you're going to have easy days, you're going to have fun days, you're going to have awful days.
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And if you keep a longer perspective, all of those individual days kind of even out as opposed to.
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You know, I have a really bad day or really two bad days in a row and if that's all that you're focused on, it's easy to lose faith and to lose excitement for what you're doing.
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So broaden out that picture in your mind and look at a longer timeline, as opposed to just any individual day.
00:25:28.734 --> 00:25:32.942
That's really important, nathan, and I think you had talked about at some point.
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This is a marathon, not a sprint.
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We do have sprint days.
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There are days we sprint, but in general, when we have the big picture in mind, we know that we're not going to see it tomorrow, it's going to be over a period of time, and so we get up and we keep pushing, we keep taking one step at a time with the idea that, yes, we are headed somewhere.
00:25:53.619 --> 00:26:17.863
We do know we're going to make a difference and we're going to see little changes, but this is a long-term thing, and so tenacity all the things we've talked about keeps us going and helps us not to give up, and that's so important as we move in forward, to keep things in perspective, know that we'll fight another day when we have challenges, and so we just we keep at it.
00:26:18.424 --> 00:26:37.663
By incorporating these strategies, a nonprofit executive can develop and sustain the tenacity needed to lead their organization effectively through both good times and bad, and this will ensure that they remain steadfast in their commitment to their mission and the communities that they serve.
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And lastly, before we turn you loose, remember that anything really worth doing takes persistence, perseverance and stubborn determination.
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Thank you for listening today.
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If you're benefiting from what's being shared on this podcast, could we ask you to take a moment and share a review?
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On whatever platform you're listening to, let us know how the podcast is impacting you.
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If you'd like to get in touch with us, our contact information can be found in the show notes.
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That's all for today.
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Until next time.
