Archive for the 'Nonprofit Planning' Category Page 2 of 10



3 Steps to Changing the World – Guaranteed

NASA image of the earth taken from spaceThis will be the first of several gifts I will be sharing with you this holiday season.  And I thought I would make this the first one, because it contains every single thing you want.  Really.

Readers here dedicate much of their lives to making a difference, whether as their full time employment or their seemingly full time volunteering.   So that is my gift to you – 3 guaranteed steps to making that difference and changing the world.

No, I’m not exaggerating or outright lying (or even delusional).  If you follow these three steps, you will make a difference, guaranteed.

Step 1) Believe it is possible.
Yes, it sounds simple.  But if you don’t believe with every fiber of your being that you can make a visionary difference in your community – well, then you can’t.

Unless something is physically impossible, it is possible. Believe in your bones that you can make your community a healthy, vibrant, humane, resilient place to live, and you can.

Once you believe it is possible, the next step is to…

Step 2) Aim at what is possible.
Aiming is about planning. As you create your annual plans (or even your weekly plans), ask, “What do we want to be different in the community we serve, because of the work we are doing?”  Create plans that aim directly at making that difference.

Most “strategic” plans are actually reactive – reacting to either internal or external circumstances.  “Our community is having X problem. What can we do to help?”

Instead of reacting, aim your plans at where you want to be. Then reverse engineer what it will take to achieve that. Create your annual goals from that reverse engineered process.

With those goals in place, the last step is to…

Step 3) Use systems that help you achieve what is possible.
In addition to refocusing your planning systems, make sure all the rest of your organizational systems are aiming you at what’s possible.

Are your board systems focusing all the board’s work on the difference your board members want to make in the community? Or are you using board systems that ignore “making a difference,” focusing mostly on means (money, HR, etc.) over ends?

Do your resource development systems build upon the strengths of others already doing similar work to you? Or do those systems reinforce that those groups are your “competition?”

Do your program evaluation systems measure the degree to which you are changing conditions in your community?  Or do they measure whatever you think the funder will approve?

If your systems are not helping you achieve the difference you want to make in your community, get new systems.  Really.

That’s all there is to it.

• Believe it is possible to create the future you want for your community.
• Aim everything you’ve got at making that difference.
• And make sure you are using systems that support you in making that difference (rather than fighting you at every step).

It is possible to create a healthy, vibrant, resilient, humane, peaceful world, simply because it is not impossible.  So that is my gift to you – steps for moving beyond “possible” and on towards “practical and doable.”

Your gift to the rest of us will be putting those steps into motion, and creating the world we all want.

For detail about systems aimed at making a difference, read The Pollyanna Principles.

Photo credit: NASA

Strength-Based Work is Not Enough

Rainbow

If we want to create a healthy, vibrant, compassionate, resilient future for our communities and our world, strength-based work is not enough.

I know that’s stepping on a lot of toes, but hear me out.

Strength-based / asset-based work is seen in various places.  It is seen in community engagement efforts, to engage folks in solving their own problems.  It is seen in the counterbalance of “Yes, we did a needs assessment because the funder wanted it, but we also did an asset map to assess our strengths.” It is seen in the battle cry to not just look at clients and communities as a pile of needs, but a pile of strengths to address those needs.

All this is good stuff.  Heck, I even included the need for building on our strengths as Pollyanna Principle #5! As Jody Kretzmann of the Asset-Based Community Development Institute says when he speaks about a glass being half empty or half full, “When we consider only needs, we are considering only the useless part of the glass.”

That said, there is a gap that focusing on strengths cannot fill. When we use strengths to solve people’s problems – to help stabilize a homeless family or to eliminate crime from a neighborhood – our best possible outcome is that we will eliminate that problem.

And while yes, we indeed want to solve those problems, when all we do is fix what’s not working, we are limiting our potential. We are failing to reach for what is possible, because what is possible goes beyond just eliminating harmful circumstances. What is possible is – well – everything we can dream of!

We Accomplish What We Hold Ourselves Accountable For
and
We are Creating the Future, Right Now, Whether We Do So Consciously or Not

As the first two of the Pollyanna Principles note, creating visionary change in our communities and our world requires that we hold ourselves accountable for aiming at positive, powerful, visionary end results.

And that’s why strength-based work is not enough.  Strength-based work focuses on the means we use – tapping on the strengths every individual and every community has to create its own future.  But strength-based work towards marginal goals will still only take us so far.

The key is in the future we hold ourselves accountable for creating, for an individual client, for a community, for the world.

If we hold ourselves primarily accountable for getting homeless people back on their feet, that is where we will aim our strengths. And that is what we will continue to accomplish, over and over again.

If, however, we hold ourselves primarily accountable for creating an equitable society where not only does homelessness not exist, but everyone has the opportunity to reach for their own highest potential, then that is where we will aim our strengths. And along the way to that end goal, we will indeed get homeless individuals back on their feet.

I cannot guarantee we will achieve the equitable society imaged in the second example.  But I can guarantee that if we do not aim for it, we will absolutely not attain it. We will continue to fight poverty, fight drug use, fight terrorism – fight whatever sadness it is our mission to fight.

Try This
Question 1: Today, for every need you identify (in a client, in your organization, in your community, in your country, in our world), ask this question:

What is the best possible outcome here? For whom?

Question 2: Just by asking that question, what might change about your approach to the work you do?

If you have not already taken the first step in aiming at what is possible – for your clients, your organization, your community AND for yourself – The Pollyanna Principles can take you there.

Blow It Up & Start Over

dynamiteI was talking with a colleague last week about an organization we both care about, that has steadily moved from bad to worse over the past several years.

This is an organization with the potential to accomplish such incredible work – the community could be an astoundingly different place, simply because this organization exists.  Their mission is unlike any other organization in town.  And they have considerable strengths to build upon.

And yet the organization’s leaders have all but squandered its considerable strengths.  They have done mediocre work because the work could easily get funded.  And they have so completely ignored the difference they could make in the community, that now their only hope is a group of past leaders who are gathering to determine the organization’s fate.

My advice to my colleague was simple: Blow it up and start over. Or at least assume that is what you have done as you do your planning.

When we plan to save an existing organization, we dive right into problem-solving tactics. How can we ensure it survives financially? How will we find better board members?  What programs are salvageable? And etc.

However, when we plan as if we had blown it up and started over, we invite the opportunity to ask very different questions.

• If the organization didn’t exist, and we were starting from scratch, what success would we be aiming at? What would the community look like if we were 100% successful?

• What conditions would the organization be seeking to change in our community?

• What kinds of programs might we build to begin changing those conditions?

• Who should we engage as we ask and answer these questions?  Whose lives could be affected by the work we are considering?

• How would we know if we were successful at changing those conditions?  What might be good indicators?

• Who else is doing similar work? Who could we partner with to make this happen?

From there, we can identify the strengths upon which we can rebuild.  From there, we can identify the values we want to always uphold as we do our work.  From there, we can engage others in the quest to build a better community by rebuilding the organization.

Creating concrete plans to achieve our highest potential for impact is something each of us can do with everything we are working on, whether or not your work is in disarray.

• Organizations that are not falling apart can create concrete plans to reach for their own highest potential – the highest level of success they can imagine creating in their communities.

• The same goes for us as individuals.  We, too, can envision our own highest potential and create concrete plans to work toward that success.

And the secret to all this? In the end, we don’t need to blow it up at all!  Just aim at what is possible, identify the strengths that can help you get there, and start walking.