Archive for the 'Consulting' Category

Building a Program by Engaging Community

Group Hug!On August 1, I embarked on a month of “semi-sabbatical,” writing and exploring and planning and reading.  I say “semi-sabbatical” because I only decided mid-July that the time was right.  So there are still some tasks to be done, some projects with timelines that won’t allow me to simply abandon ship.  This post is about one of those efforts.
As part of this time of exploration, we were blessed to spend two days planning with one of the most brilliant minds and beautiful spirits we know, Christine Egger.  The time flew, as the conversations built idea upon thought upon brainstorm upon wisdom.
As we reverse engineered our vision for the future we want to create, we found more and more clarity about the work we will be doing to achieve that vision.
Our vision is that our world is a healthy, vibrant, resilient and humane place to live – where people are being and doing from the richest and most joyful sense of our humanity.
Reverse engineering, we  identified the pre-conditions to that joyful world.  Asking “What needs to be in place for that to happen?” it became clear that our mission (the work we will do to achieve that vision) is the same as our tagline has been for years:
Making visionary social change practical and doable. And then making those approaches the standard for all social change / “nonprofit” work.
As we continued to ask, “What needs to be in place for that to happen?” it became clear that there need to be as many ways as possible for people to access these approaches.  It needs to be as easy as possible for individuals already doing some form of “nonprofit” work to re-align that work to simultaneously create a better world.  And that means it has to be easy for folks to first learn about this work and then to join in whatever ways suit their own needs right now.
That means our developing additional pieces to our curriculum.  Soon that will include classes for funders and others in the community benefit world.
For now, though, we are excited to be expanding the curriculum for consultants.  (Why consultants? Because for every consultant we teach, 10 or 20 or more organizations are then learning and adopting these approaches and ways of thinking.)
Building a Program Together
On September 23rd in Los Angeles, Dimitri and I will introduce a new workshop – a 3 hour facilitated session for consultants and coaches to organizations working to better our world.  Its working title is “Intro to Consulting that Creates the Future.”
For several reasons, we will be developing that workshop here online.
1) We committed to make all major decisions openly. And what decision could be more important than crafting a new program?
2) We teach that the most effective programs are built with the individuals who will use them, rather than for those individuals.  It would be silly for us not to take our own advice!
3) We know from our “name change” discussion that there are people learning from how we engage these conversations.  If our developing this program together gives you ideas about how to use Community Engagement to build your own programs, that would be the best definition of “demonstration project” we could imagine.
And so that leads to my questions.  As we move forward in developing this workshop,
  • What is the highest potential outcome for a 3-hour workshop, Consulting that Creates the Future?
  • What could be different after the workshop is done – for the participants, for their clients, for their communities?
  • What results could we aim to achieve for participating consultants? For their clients? For their communities?
Looking forward to our building this program together!!

Coaching vs. Consulting

Sculpture Made of Pile of Rocks An interesting discussion ensued on Facebook the other day.  As I pondered a blog post that has been brewing in my mind, I asked,

“Coaches: I’m working on a list of the ways coaching is different from consulting. Any ideas / thoughts?”

I was not prepared for 18 responses, some contradicting others, all of which stemmed from the individual experience of the coach, consultant or client who was answering.

“Coaching builds learning environments; consulting claims knowledge.”
“Coaching is about guiding the person, Consulting is about guiding or managing the process.”
“Coaching is from the sidelines. Consulting might be very much in the trenches…actually doing some of the work.”
“No, consultants don’t do the work – that’s a contract laborer.”
“Coaching is telling somewhat to do, helping them do it.  Consulting is working with them to find out what to do and how to do it.”
“Consulting is about the work. Coaching is about the “person doing the work.”
“Coaching creates an environment to create new information, where the client comes up with their own processes and answers. Consulting synthesizes and frames information back to the client, where the client can then choose next courses of action.”

And while this has all certainly got my brain going in many different directions, adding fuel to my own initial impressions about the difference, I am no closer to a definitive answer.

Is consulting different from coaching? If so, what is the difference?  Coaches and consultants and clients – what has been your experience?

One Tip – and Only One – for Fixing Dysfunctional Boards

Toy monster eating a crayonI confess that sometimes even this Pollyanna gets fed up.

I don’t get fed up with the same things as most people in this field, though. I get fed up with blame and intolerance. I get fed up with pointing fingers at symptoms, focusing and refocusing on addressing those symptoms, drilling deeper and deeper, unpacking and re-packing – and never addressing the cause of those symptoms because “That would be too hard” or because “That touchy feely big-picture stuff is not practical.”

And while this could be said about the issues our communities face (poverty, illiteracy, crime), nothing makes me as crazy as the amount of symptoms-centered blame that is leveled at boards.

We so accept that level of blame that we don’t even realize how much it has seeped into the everyday assumptions and language of the nonprofit world (and I mean nonprofit – this is deficit thinking, pure as can be).

Dysfunctional Boards
Broken boards
Boards Behaving Badly

Lists of the things Boards should do
Laments about boards not doing the lists of things they should do

Holier-than-thou “experts” talking about boards as if they were errant children needing time out
They won’t
They refuse
They’ll never change

We accept this blame-ridden conversation as the norm.  And I am fed up with that as well.

If every board in the world is a candidate for board development work, we don’t have a board problem. We have a system problem.

We have created a governance system that is impossible to do well, spiraling with minutiae and detail and shoulds and prescriptions and legalese.  We have told boards their job is to lead. And when they try to consider the big picture (which is what leadership is about) they are told, “No, your job is first and foremost to pay attention to the dollars – to legal and operational oversight.”

They join the board because they want to make a difference. We tell them it is not their job to talk about making a difference. Their job is to talk about balance sheets and personnel issues.

They get bored. They stop attending. Or worse, they do the adult equivalent of bored kids shooting spitballs – they nitpick. They micromanage. They do the million and one “acting out” things we blame them for.

Then we consultants get paid big bucks to please-oh-please fix those symptoms.

We train them. We give them manuals and worksheets and agendas.  We teach them to recruit board members – good ones this time – people who will attend, participate. We help them create policies with consequences for failing to attend these meetings that are so horrifically boring that being kicked off is almost a relief.

Except we still have board members who want to make a difference, who still have no opportunity to help make that difference, on or now off the board.

Consultants and other experts blame out of frustration.

There is a path out of that frustration.  And unless you have tried it, please don’t give me your opinion of why you don’t think it will work. Because my 10 years of experience doing precisely this tell me it is the only thing that does work.

Ask them why they don’t attend.
Ask them why they are disengaged.

Then make their meetings interesting.
Make their meetings meaningful.
Make their meetings about things that matter.

Make the first and largest part of their meetings
about creating the future of their community,
and the last and smallest portion
about monitoring the organization’s activity last month.

Give them a report of the past
Give them time for generative discussion about the future.

And then go buy more chairs for your board room. Because they’re going to start showing up.