Machiavelli was Right

by Susan Detwiler | Mar 20, 2012 | governance, management, nonprofit, Uncategorized

Niccolo Machiavelli was right, when he said. There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things.

machiavelliWow. He sure nailed it on the head. If you’ve ever come into an organization and tried to change its course, you know just how right he was. Change is hard, change is risky, and change is resisted.

And even when people claim to be willing to change, almost to a person, they will tell you that their peers will resist it.

In February, Julia Kirby wrote an analysis of the downfall of a change agent. As I read her blog on Harvard Business Review, most of her analysis boils down to arrogance. Coming in as a white knight that will rescue a situation, creating an ‘us’ vs ‘them’ mentality, presuming that everyone agrees that change is necessary – any one of these will create resentment in an organization. Doing all of them is sure to make change even harder.

An organization is made of people who have invested time and their lives in building something good. To be told that it has to change implies that they have wasted their time, or that what they have built is not good.

Instead, engaging every level in the organization in making the already good even better creates a team more willing to work on change. And change is important, to keep up with society, and to ensure that you’re delivering your mission in the best way possible.

It’s not a panacea – change IS hard – but a willing attitude goes a long way toward making those difficult transitions easier to take. Instead of imposing change, inspire the team to aspire to greatness. Change will follow.

When Good Intentions Get Derailed

by Susan Detwiler | Mar 6, 2012 | governance, management, nonprofit, Uncategorized

When good intentions get derailed.

I’m on the board of a nonprofit contemplating a new initiative, and it’s been taking us a long time to come to a conclusion. When the chair said, “Thanks, Gina, for nudging us back on track,”  I remembered something that nonprofit administrators sometimes forget.train tracks

Boards of Directors have other lives.

Executive Directors eat, sleep, breathe, LIVE the mission. Most boards don’t.

That’s not to say they don’t care. Not at all. They care very deeply! That’s why they are filled with regret when they realize that they’re not living up to their own expectations of what they hope to accomplish during their terms. The Executive Director may be frustrated with them for not following through, but you can bet that most of them are also frustrated with their own lack of progress.

I once worked with a Board President who was dynamite at raising money – when he made his calls. He was completely committed to making those calls When he was at the board meeting, he had no other mission except to make those calls. But he didn’t make the calls.

Something else came up to distract him, and as committed as he was to the mission, the immediate task took precedence, pushing those fundraising calls down the list.

So what’s the solution?

Well, in the case of the board president, we set appointments for him and the Executive to meet in the same room and make the calls. Once it was on his calendar, it became concrete, not just an item on a to-do list.

We figured out what the problem was, what was keeping him from fulfilling his own self-identified commitments, and figured out how to overcome those obstacles.  With this as an example, the Executive Director learned to view each board member as an individual. Each had his or her own external pressures and obstacles, and each had ways in which they worked well. The Executive Director had to spend some time considering how to help each stay on track.

Time consuming? A bit. But so much more productive than fuming, “can’t they see that this is important?!”

And in the case of the nonprofit that opened this post? We set concrete dates and commitments for our next meeting.

What keeps your board members from accomplishing their work? What else is on their minds? How can these obstacles be overcome? If you’d like to hash this out, let me know!