9 Lessons Learned Volunteering on Not-For-Profit Boards
1. The world is changing faster than you can imagine.
“Every day, we create 2.5 quintillion bytes of data — so much that 90% of the data in the world today has been created in the last two years alone.”
On a single day on the Internet there are:
Over 2 million Google search queries
48 hours of new YouTube videos
684,000 bits of content shared on Facebook
More than 100,000 tweets
$272,000 spent on e-commerce
If you disappeared tomorrow, who would miss you? What distinct advantage does your organization create? Why is your mission a noble cause? Ask these questions early and often or else you may find your organization obsolete. To the Not-for-profits that take advantage of the changing online landscape and embrace technology your audience will adore you and you will attract a new smarter customer who (if you do your job right) becomes a loyal evangelist.
2. Every year, every month, every day, people have less attention than they did last year, last month, and yesterday. How are you getting peoples’ attention?
There’s a new not-for-profit starting up tomorrow who’s mission is better than yours, who help more people than you and who can do what you do for cheaper. What are you going to do about it? How will you stand out? How will you be remembered? How do you get to the point where people seek YOU out? If you don’t standout you definitely aren’t going to be remembered. You need to create a “Social Object” that people can associate with your cause.
3. You’re only as smart as the feedback you’re getting.
Not-for-profits are really bad at this. Trying to get feedback as an organization is a very forward thinking endeavour. Not-for-profits are not very forward thinking entities(rash generalization but true). Every year they talk about what they did last year and how well it went. No critical breakdown of what happened, no holding people accountable to goals set last year, and no wants to change in the future to get better. It’s that last part that bothers me the most. Because these aren’t profit generating entities it doesn’t make sense to adapt and innovate and strive to lead a market.
The only thing more risky than changing is staying the same.
Everything about business is changing at an alarming rate right now, your only hope in survival is ensuring you’re getting feedback from your customers and employees.
Since we were children, feedback has been the only way we learn. Why is that any different for not-for-profits? You need a feedback strategy, and an honest one. If you have a 56 Question Questionnaire providing your feedback for you, just know you’re basing your information on the sick twisted person that would fill out a 56 question Questionnaire.
4. You can’t change what people say about you, but you can influence it.
“Branding” in 2014 is what people say about you behind your back. As a Not-for-profit if your members smile to your face but bad mouth you behind your back that’s a terrible brand. If you have complete board turnover every year that’s bad. IF you have past board members that refuse to be contacted, that’s bad!
Your reputation precedes you. Google your name, what comes up? You have a personal brand whether you like it or not, most people don’t understand they can influence it if they want to. Not-for-profits usually have an advantage here, your reputation is what you’ve done, the people you’ve helped and the impact you’ve created. The RedCross is one of the most recognized “brands” in the world and I would argue it has nothing to do with their messaging (though the logo is pretty ubiquitous), it has everything to do with their impact. Otherwise when you see the infamous Red “+” sign you wouldn’t immediately attribute positive characteristics.
5. Face the brutal facts.
Yes this is stolen from Jim Collin’s book Good To Great. You must face the brutal facts about your organization and marketplace. People don’t have time to care about your organization, no one does. You have to pitch why your not-for-profit matters. I’ve been on a board where we only talked about the good things we did, how great every event was, and never brought up any criticism or created an urgency to get better.
Confront the hard facts, the longer you put off the truth the worse it gets when it finally becomes a reality. Business changes, Not-for-profits change. The only ignorant thing to do is assume we know what we’re doing and not seek out feedback.
6. You can tell people’s priorities by the way they allocate their resources (time, money).
I’ve met people who give their time selflessly year in and year out. I look up to these people, they truly understand priorities in life. They put relationships before money. People before work and organizations over themselves. These people are the builders of our communities. You have no idea how much these selfless people have given in time to ensure that people they don’t even know get to enjoy (insert community event, sports team, or club here). From Brownies and Scouts to Hockey and Basketball organizations, boys and girls clubs and sports clubs. The one thing they have in common is people like you and me built them.
The unsung heros are the people who tirelessly volunteer their time to work, coach, organize, plan and do all the things that it takes to make Not-for-profits tick. If you meet someone who’s been a part of a Not-for-profit for a while just assume they’re amazing, you have no idea how much they’ve given.
If you want to find out about someone’s work ethic ask somebody they volunteered with on a board or an organization. Reputations go a long way. I find myself recommending people I’ve volunteered with and coached with a lot. You trust someone on another level when you know they believe in giving their time back to help others.
7. At any given moment, one or a few people can ruin it for everyone, you must ignore past these people.
People love to complain. You have to constantly remind yourself that it’s easy to be a critic and it’s hard to take negative feedback and actually act upon it. On volunteer boards I find this to happen a lot. People LOVE to complain without offering any other solutions. People love to tell you you’re wrong. People love to say “it won’t work”. You have to ignore these people.
Create a culture of proactive feedback, never are you allowed to say “I don’t like it this way!” without providing another plausible way.
8. There’s nothing more important than having a clear vision that everyone understands.
Those who built the visionary companies wisely understood that it is better to understand who you are than where you are going – for where you are going will almost certainly change.
-Built to Last by Jim Collins & Jerry I. Porras
Many business folks I’ve met underestimate the power of a vision. But most companies try to explain “everything we’re good at” without “pissing some department” in their mission statement. Effectively making it useless. Einstein said you only truly know a subject when you can explain it to a six year old. that’s my philosophy when it comes to your organizations vision, simply down to a few words that you could explain to a six year old.
Regina Volleyball Club: Lets grow Volleyball
University of Regina Alumni Association: Build Pride
Regina Police Service: Public Servie First
Creative Options Regina: Gentle teaching
9. Fun can be a competitive advantage.
In the future the best organizations will have done the most important thing, attracted the best people. To attract the best people you have to have an amazing cause, but not just that, you have to create a work environment that people would seek out. A workplace to love. People will take a pay cut and make other sacrifices just so that they can work with people they like, and people we like are the people we have the most fun with.
Fun can be a competitive advantage.
Think about it, at a board meeting have you ever asked: “how could we make our meetings more fun?”. Most don’t bring that up because they still think doing what they’ve always done is enough to attract younger, smarter, better talent. If your meetings are fun it’s going to be easier to attract better people in the future.
If you encourage your employees to have fun more often they will respect the workplace more, tell people about how great it is to work there, and when shit really does hit the fan, employees you’ve encouraged to have fun will be there for the organization. It’s when we’re at our worst our allies matter the most. Make strong supporters out of your members, encourage them to be themselves and have fun.