When the Going Gets Tough, Reinvest in Your Mission

In the nonprofit community and beyond there are ample opportunities to invest in an organizational mission. However, when the tough gets going often many fall prey to burnout. Developing a strategy to address burnout for an organization can support nonprofits' efforts in reaching their end goal. To drive a mission forward it is important to remember three critical tactics:

  1. Small things matter
  2. Be open to defeat
  3. Be flexible

First, small things matter. Yes, I know we often hear, "Don’t sweat the small stuff," but when it comes to relationships, the small things are often the most important. Both internally and externally, small things matter. In my experience I have found success with less staff and partnership turnover. The thing I attribute this to is taking time to show gratitude and embracing, especially in my school-based setting. Each quarter I write thank you notes to teachers, staff, partners, and other stakeholders who have supported our work directly or indirectly.

Additionally, I buy small gifts for each of my subordinate staff each semester -- typically small gifts that can be used to reinvest people in their work, and work for my nonprofit budget. Last semester I gave each staff a small bag of snacks, school supplies, and the book, The Promise of a Pencil: How an Ordinary Person Can Create Extraordinary Change. These small gestures are far greater than monetary compensation when done with the right intentions: to let staff know that you also believe in the work you do and far more meaningful that you believe in them and you see all that they do to support the organization’s mission.

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Next, being open to defeat is important. No one will succeed all the time. This fact makes it all the more important that there are systems in place to encourage staff, partners, and other stakeholders to continue their hard work even when combating even the most difficult environment. Whether a changing political climate, loss of funding, or a disconnect between organization and mission, defeat is certain in some capacity. One of my favorite quotes captures defeat in a light that can drive you forward.  Charles R. Swindoll says, “Life is 10% what happens to you and 90% how you react to it.” The non-profit world is an opportunity to be strategic about the worst and use the opportunity to rethink how success looks.

You are likely to encounter many individuals or entities that do not believe in your mission. This makes your plan or defeat ever more meaningful in reaching your organization’s mission. Whether you agree with someone or not, we must remember that everyone brings something to the table. Knowing your larger audience is a gateway to arming yourself against defeat. Understanding the position of your dissenters will help you solidify your work, while building the capacity of your personnel to address real-world complications of their work. If each staff member is provided a tool kit that clearly defines mission, finds personal connection to the mission, and believes in the capacity of a nonprofit to face adversity defeat will not come as tragedy, but an opportunity.

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Finally, flexibility is essential to investing someone in an organizational mission. In the nonprofit world, change is not a foreign occurrence. Change is expected by both staff and clients, but how you communicate these changes can lead to greater flexibility from all stakeholders. One way to demonstrate flexibility is by setting realistic expectations. As a client, there is a certain expectation when you enter into a relationship with a nonprofit. Often you may be referred to an organization or seek out their services due to a need gap that you are facing. Where the need comes from may not be as relevant as how the need is addressed.  If a mission is strict in the sense that there is no flexibility based on individual client need, clients will not be as willing to engage with the organization. On the other hand, if personnel is inflexible in their expectations of their work or the mission they will demonstrate greater unhappiness and disengage with their work. Nonprofits need individuals who are flexible and can adapt to an ever-changing environment. 

Resources

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Amanda is a Grant Program Coordinator for Youth Policy Institute, working in Pacoima in the San Fernando Valley. She studied Latin American Studies, Spanish, Multicultural Studies, and Business at the University of Missouri, Columbus. After serving with an AmeriCorps in New Mexico, she earned her Master's in Public Policy at the University of Missouri's Truman School of Public Affairs. When not working Amanda loves hiking, concerts, and spending time with family and friends. Connect with Amanda on LinkedIn.


How My All-Female Leadership Team Sets the Stage for My Nonprofit's Success

If you work in nonprofits, you know from your own experience, the workforce in this sector tends to be made up of women. In fact, the White House Project posits that 73% of the nonprofit workforce is female, but men hold the majority of leadership positions, not dissimilar from the rest of the nation's economy. All this is to say that female led teams are not as common in nonprofits as one would think. I am lucky enough in my job to be part of one of those uncommon teams, and for my post today, I want to tell you about that experience.

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My team’s leadership is entirely female, and each leader has a different background and story of how she came to work for our organization. These eclectic backgrounds have given me and the other young women I work with something of tremendous value: a wide array of examples of how to be a successful woman. Some women on the team have children, others do not; some are big picture idea thinkers, others are detail oriented, nitty gritty types; all lead and encourage in their own way. What I find most important is that these women show me there is no single way to be a success, which means that no road is closed to me.  

These exemplary women not only show the way, they take an active role in building up the people who work for them. We are given opportunities to expand our portfolios and take on new challenges. If we go to our bosses with an idea, we are rarely met with negativity. Rather, we are met with constructive insight and brainstorming. There is a sense that a successful idea from one person leads to success for all.

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In many work environments, leadership fosters competitiveness between employees, driving them to attempt to constantly one-up their colleagues, and this tactic breeds negativity. While no workplace is free of competition, our leaders have put it into a positive light. The success of the team does not depend on one person achieving; it depends on each member being her best. We celebrate each other because all of our successes are shared and are motivated to keep growing. 

I recognize my luck in being part of a team like this one, what with the aforementioned statistics. I am grateful for our little piece of Themyscira. Not only is it an example of what women are capable of, it is overall an example of what a positive work environment can look like.  

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Emma Standring-Trueblood is one of YNPN LA's Guest Bloggers. Connect with her on LinkedIn and comment below and add your voice to the conversation.


It Takes a Village to Raise an Answer

Recently, we've gotten some emails from the community simply asking for advice -- folks in sticky situations at work or in their careers, looking for answers. Well, we don't have all the answers, but you do!

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Ask the Village is our new crowdsourced advice initiative, where we solicit your nonprofit dilemmas and post them anonymously to social media for our online community of 7,000+ YNPN LA followers to provide their insights, feedback, and solutions.

No one person has all the solutions -- it takes a village to raise an answer!

Now, we need your problems. Click here to submit your dilemmas. Together, we'll help you get through it.

Thank you for participating!

#askthevillage #ynpn


Part-Time Staff -- Full-Time Commitment

AW.pngOften in nonprofits there is a need for creative solutions. With professional experience working in projects with nonprofits, local governments, and businesses, one of the greatest lessons I have learned is that relationships and communication go a long way.

In fact, communication and relationships can impact three main areas for part-time staff; turnover rates, employee satisfaction, and investment in the work or mission of an organization.

I know that you’re probably thinking that sounds way too easy. Well, you are likely a determined individual if you work in nonprofits, so no need to fret. Part-time staff are an incredible asset when communication and relationships exist.

Keep reading for more about how to build investment with part-time staff.

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Welcome our newest guest blogger: Amanda!

AW.pngJoin us in welcoming our newest guest blogger, Amanda Herz! Amanda is a School Coordinator at Youth Policy Institute. Over the next year, we will be posting Amanda's thoughts and perspectives on the theme of investment -- investing in part-time staff, investing yourself in your mission, gaining investment from colleagues, and working with community partners.

See below for more information about Amanda's background and experience.

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Welcome our newest social media volunteer: Jelyn!

jelyn.jpgJoin us in welcoming our newest Marketing & Communications Committee member, Jelyn Hermosa! Jelyn will be helping drive YNPN LA membership, connect our community, and provide valuable resources via social media -- particularly our LinkedIn Group and Company Page, Twitter, and Facebook. See below more a full interview with Jelyn. 

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