In episode 25 of Mission: Impact, some of the topics that Carol and her guest, Kristin Bradley-Bull discussed include:
Kristin Bradley-Bull’s tagline says it all: “Illuminating your vision. Extending your vast roots and branches to get there.” She runs Roots to Canopy in Durham, NC. At Roots to Canopy, Kristin consults with non-profits to develop powerful strategies and plans – and to develop staff capacity to be wildly successful in making change in the world. She does the same in her coaching practice: supporting people to crystalize their vision and orient toward their North Star – as non-profit leaders and as humans. Kristin loves people, justice, organizations and movements, and transformation on all levels. Her background includes co-founding a training and leadership non-profit, being a full-time public health faculty member, and consulting (20 years+) with organizations ranging from multilaterals to grassroots social justice groups.
Important Guest Links: The book mentioned during the show is Forces for Good: The Six Practices of High-Impact Nonprofits by Leslie R. Crutchfield and Heather McLeod Grant
Information on the size of the nonprofit sector in the US:
Divorcing White Supremacy Culture website http://www.whitesupremacyculture.info/
Carol Hamilton: My guest today on Mission Impact is Kristin Bradley Bull. Kristin runs Roots to Canopy in Durham, North Carolina where she works with nonprofits to illuminate your vision, extending your vast roots and branches to get there She consults with non-profits to develop powerful strategies and plans – and to develop staff capacity to be wildly successful in making change in the world. Kristin and I talk about how strategic planning processes when done well can actually enliven everyone involved and help reconnect them with their “why” and their purpose in doing the work they do. We explore how the stories organizations tell about themselves are alive and evolving as new people come into the organization. How they can sometimes keep people out – even unintentionally. And how organizations – especially white led organizations – need to really listen deeply to the stories of the people and the communities they work in and focus on relationship building instead of just jumping to the next new initiative.
Welcome Kristin. Welcome to the podcast.
Kristin Bradley-Bull: Thank you. I'm so glad to be here, Carol. Thanks for the invite.
Carol: So just to get us started and, and to give some context for the conversation, what would you say drew you to the work that you do? What, what motivates you and what would you describe as your, why?
Kristin: I would say that my life is really wrapped up in being extremely curious about people and about non-profits and really. Trusting that there is a big why or big purpose for each of them. Right. And, finding that or reframing that is really important and is an ongoing process. So I know for me that my why has changed over time and it's important for those conversations to happen. And so I just love that I get to work as a consultant and a coach at those really juicy places for people and organizations. So yeah, I feel really honored and humbled to be. To be witness to that process and where possible to be a support in those processes.
Carol: For me, one of the favorite things about working with organizations for me is when I get to help people reconnect with the why of why they're in the organization, why they're doing the work. And because so often, the day-to-day the deadlines, the, the grant reports that everything that everyone has to work on, you can lose sight of that and be able to help everyone articulate why they do the work that they do and what connects them, what, what, why are they excited about it? Why are they passionate about it? It's just fun to see people read about the hard work that most organizations are tackling.
Kristin: Totally agree with you. And I know that you and I both do a lot of work in the strategy realm and. I think a lot of organizations go into those processes, really feeling like we have to do this. This is something we do every once in a while. We're going to come out with some big old report or hopefully they're not thinking about the report anymore, but anyway, whatever it is, some deliverable. And like you said, what a good process like that does actually is enliven. Right. Help people open their eyes to what's possible and get, get that zest and commitment back for the work. So, yeah, there's so much, there's so much there to cultivate and bring forward which is mostly done by the organization itself. And at least speaking for myself, I am mostly just a midwife or a doula in that process.
Carol: I like the phrase of a midwife or a doula. I've been thinking of it sometimes as I'm acting as a sheep dog, but that doesn't really put my clients in a good position in terms of being the sheep. So I don't really mean that, but it's more like I'm going to. Nudge over here and nudge over there and we're going to have to go in this direction, but we're all doing it together and we're going to get there and always trusting, like trust. It's okay. We're going to get there. It may feel messy right now, but we're going to get there.
Kristin: We all have to want it wilderness. Right. It's part of the process. And that's also prior to thinking of the storytelling, right. That there's nothing wrong with wandering in the wilderness. It's necessary for us. As people and as organizations to have those periods of time. So that's because they're really fruitful. They lead to huge discoveries.
Carol: Yeah. And, and thinking about that work that you and I both do, helping organizations and groups really surf at their, their visions, their aims, and then, and then come, work towards coming to agreement to a path forward, in a way that they're going to try to get there. One of the things that often happens in that process is sharing and reframing stories. it could be sharing the story of a founding of the organization and then. sharing that with newer participants, but then what meaning are they making of it? It might be, sharing stories of joy, triumph, wandering in the wilderness that you just talked about. It might be sharing stories of misunderstanding and hurt. I mean, lots of stories get told through these processes. And, and how have you seen this process of sharing and reframing show up in your work?
Kristin: That's a great question. I would say that there, first of all, that stories and history are alive, right? So they're constantly changing. And we need to allow them to change and acknowledge when they're changing. Right. And how they're changing, not making that some sort of magic trick and never to be mentioned. But the idea that the history of an organization or history in general is alive, I think is really important.
Because it allows us to evolve, right? And to see the same situation with fresh eyes. And of course that's what some of the newer folks coming into organizations often do. Right. Or, or people on the outside looking in to organizations do that. A new board member can say Okay, well, that's so interesting. Thank you for telling me that story. And it sounds like this is how you interpret that story. I interpret that story from my vantage point. I interpret that story a different way. Right? And someone like a new board member or a new executive director may be taking over for a founder, which of course is as a particularly important and challenging role that the.
There is a, there is the opportunity to really, as you said, reframe at that time and to say, like some of the stories of grand success, viewed from a current lens are not as successful. Right. And some of those pain points are, have actually been absolutely essential for the organization to get to where it is now, or for me to, as a new, a new ed to even get in the door, let's say I'm a person of color and there, and it's an organization serving primarily working primary, not serving on. So, I don't like that word, but working primarily in black and brown communities. That’s what has changed in the story, is partly what has allowed those, those leaps and bounds forward to happen. And so when we talk about. When we talk about stories to me, it's just really important that they be alive and that we constantly be examining, what is this? What's the, what is the, what is the juice in this story now? How does that tell us about our past and how can that inform our future? So I think there's a lot there that can be mined over time and that there are ways that stories invite people in. To the organization. And there are ways that stories keep people out. So for us all, to be really mindful about how that all works and what the opportunities are to extend the circle so that we have more and more perspectives and more and more stories that actually serve, serve us, moving into. Service in the present moment and moving toward the next present moment.
Carol: Back in college, I was a history major. And so one of the things that I really appreciated, maybe beginning at that time which is at this point is pretty much ancient history and, and but, but more and more so in, in the present is people's greater awareness of. I feel like history used to be in this could be, history at the big level, but then history at the organizational level too used to be seen as a fixed thing. And, there was an objective history and the understanding and appreciation now of how. There was someone telling that history and they had a particular point of view and a particular experience of it. And so then what are all the other stories that need to be told as well?
Kristin: Yeah. That whole idea that history is written by the so-called winner. Right? I think that's all wrapped up in what you're talking about. And one certainly of the primary opportunities for so many nonprofits is to, and especially ones that are white led is to really. Start listening a lot more, especially if they're working. Well, and not just white led organizations, but organizations generally also to listen more deeply to stories right. From the communities that they are a part of, or not as much a part of as they wish that they were because that's, that's where so much wisdom. Wisdom rests. And it is in storytelling that many learnings, many examples of resilience and creativity and perseverance live and live actively. And I think one of the things that is. Really important to think about for organizations, their leaders, and me and you, hopefully, all of us is to think about the fact that from, what we know from.
Let's say what, let's just say from science. Well, we know from science that neural pathways are really important and what we focus on grows, right? That's what we're learning about. The brain, what we focus on grows. And so. There's been super interesting science around that, like what fires together, wires together in terms of neurons and all of that thing. And I have no expertise in this arena. So I'm just saying that sort of as a general idea. And so when we hold on to stories that are particularly negative, that are no longer serving us as a learning, as an area of learning. Then those stories actually hold us back. Right. We develop a rut, we go around that same track and we develop a rut. And so it's really important to, for us to think as an organization, as individuals, what are the stories. That is, they can be really tough stories and they're still serving us, right. Because they're helping us, they're helping propel us into perhaps an uncomfortable, but important way forward. So there are those stories, but then there are the stories that have basically outlived their purpose and we really need to be examining how to, and, and practicing how to move away from those stories. So that we don't get stuck, so many organizations are stuck. And so I think there's a lot to think about relative to our own stories. And also, as you said, the stories that we have are absorbed from that, whoever the teller of the story was, and whether that teller is, is still relevant and important for us, our organizations, our communities now is it's an important question.
Carol: And I think people often think about that dynamic at the individual level. Like what do I need to let go of the stories about, that, that, or the maxims that maybe I've learned over time, or think that, I act in a certain way. And so I need to let go of this, that or the other, but I don't feel like Folks, never necessarily think about it. When it's a whole group of people working together towards, towards something. Can you, can you give me an example of what you're talking about?
Kristin: So I think a lot of what organizations, and especially within white supremacy culture think, well, this is how we've always done it. And there are reasons why we've done it. They have a whole narrative around why, right? Why do we do it this way and we don't do it that way? We tried it, it didn't work, all that thing. And especially when new people come in, either on the board or on staff or volunteers or other community members and they have, they have an idea and they're told, We already tried that it didn't work or, whatever, there are those, there are those stories. And so I think the opportunity is really to unpack all of that and say, why, why are, why are we thinking this? Why? Why do we stick to this particular, particular approach? And there are times when they're going to conclude that there are good reasons for that and they can, they should be in genuine conversation, authentic conversation with other folks about that. If they make those choices. But I think the trick is that especially in, white dominant culture kinds of circles, the trick is. That there's just such a big echo chamber. Right. And so it's really hard to get away from those stories. And so I think for organizations to become more violent, all right. Again, as you said, there's, there's a lot of work being done on the individual level, right. To Brene Brown and all of these folks who are, talking about research on vulnerability. And Brene Brown and those folks are also now talking about vulnerability within organizations too.
Right? So that's not it, it's not just on an individual level, but there are so many chances for us to think and open up to other possibilities and to be humble about what we don't know. Right. And what other. Other individuals, other communities, other organizations can potentially help us learn. Right. And so I think I have the chance to be in authentic dialogue with people with no particular. Prescribed outcome, right? That relationship building and the sharing of stories within an organization or within a community. But those kinds of things really open up a lot of possibilities for us that we were just not aware of. Most organizations really benefit from that porousness just like individuals do. Right. I might say all organizations do, but I'll say at least most. And we can, we can go far with, with those possibilities and we have to recognize that all of this takes time. Right? So part of this is just oftentimes slowing it down. We're not, we're not hearing one another stories with the intention that we are immediately going to shift that into our newest project that our organization is going to launch. We're actually developing relationships. So, and hearing stories and hearing old stories, freshly I'm hearing new stories so that we can begin to think about where we can Best show up as an organization which may be where we've shown up before, but it could also be other places and spaces. And so to really give time and space for that. And of course, one of the paradoxes of our time is that there's great urgency for change. We are in the midst of a huge era of change on multiple levels, I think. And there is the temptation of rushing and rushing tends to bypass. As we hear from many people of color, rushing tends to bypass a lot of what's really foundational to true change. And so if an organization really wants to invest in being part of, Broader change work then often slowing things down is an important and important way to be, as it is an important stance. In other words, an important posture, but it's, it's, it's, it's both and right there is urgency and there is the need for stillness and openness and listening and being very attentive to who we're listening to.
Carol: Yeah, there were a lot, a lot, a lot of things in that that I want to follow up on. Yeah, I think that, that temptation and I would say even it's, it's more than a temptation, it's like a cultural imperative in our society to always be running faster than you can possibly run. And the, and the scarcity that, that, that Has baked into the, the nonprofit sector.
It seems challenging even to slow down enough to do a pretty traditional strategic planning process or other planning process. And then to, and I think people get anxious and nervous if it's wow, you want me to talk to all these different people? And we're going to have all these voices. It's just going to be this cacophony of opinions. How on earth are we going to synthesize it and come to some agreement? And, and yet as you've said, I think, and you've talked about that, those ruts that, that organizations get in, and I can even think about that like we got to hurry up and do it yesterday. A sense of urgency. That we also are in this rut of, putting a bandaid on things versus really looking to how can we imagine a really different whatever it might be for whatever, whatever Mission the organization is focused on and then there's their mission within a broader system usually to even take the time, to think about, what could be different from what is right now, it's easy to not always easy. It's often that way, but it's easier. I think, to identify the challenges, the problems, all the ways in which the system is broken. But I think it's really challenging for folks to even imagine what might, what could be the more positive possibility.
Kristin: Okay. Yeah. I completely agree with you and yeah, and again, just like you said, what I said, I, there are many ways to many different threads there to pick up on. So I think the piece around urgency culture is essential to the conversation, right? So I have this, I have this piece of paper that I have written on geologic. It says geologic time, right? So what it says is the universe is 13.8 billion years old, Earth is 4.6 billion years old, and humans have been here for about 10,000 years. That's the equivalent of 12 seconds.
[Kristin clarified that the 10,000 years mention refers to the period of time during which humans began to produce food, form large communities, and make significant change to the planet itself.]
Kristin: The reason why I think this is helpful is one, we're just a very young species, right. And we are. We're children, as a species, it's still children. And so we have a huge amount of responsibility and we can see that obviously, and sort of what our environmental situation is. We can see that in many different arenas. So there is urgency. And we don't have all the tools in the sense of everything already having been created. We're in a, we're in a period of great reckoning and, and great possibility. And there's precariousness in that, right? Because we aren't over the, at all. We are not at all over the crest of the hill to mix a metaphor. And so. We, I think the idea of. Especially for service oriented organizations that they've, that's where they've, that's where they've always put their emphasis. We know that there is a need on those levels. But the idea that there are many ways that we're not working ourselves at all out of the, out of the need for a service. A nonprofit service oriented sector, because we are not, as you said, addressing the systems level issues and how can one of those organizations slow down enough to have an opportunity to even, think beyond the fact that we, we have people, we have people sleeping on the doorstep, waiting for, waiting for shelter, food, et cetera.
And of course, all of these things, to me, bring us to bigger questions around how late stage capitalism and the patriarchy and white supremacy culture, or, sort of collude to keep things exactly like this, that serve a very small percentage of humanity. And I would say ultimately they don't serve any of humanity because there's so much. There's so much loss for everyone and separation for everyone. And perhaps it's mentioned here, there’s a new website called divorcing white supremacy culture that looks a lot at white supremacy, what white supremacy has done to white people, as well as to people of color, you know? So there are there's loss, there's so much loss, being so separate. And so I think that whole question around how to create space away from, how to shift from. Urgency enough to have space for being creative and thinking about the possibilities is essential, or we're just going to be on the same hamster wheel forever. Right. And I think that some of the movement building that's been happening for black lives matter, et cetera, where there's much more of a focus on sustainability. Like how does this work sustainable? How do we take care of ourselves? And one another on multiple levels gives, those kinds of, and there are many nonprofits that are shifting more and more in those ways. And I think there are black and brown nonprofits that have been like that forever. And some, some white nonprofits, white led nonprofits to black and brown lib nonprofits, maybe I think being in the lead, but where there is the sense that yes we are, we are. Handing out bags of groceries, et cetera. And we have to be thinking about what else is possible here.
We want to think in terms internally for our organization, we want to live in our organization in a way that we're what we're trying to manifest externally beyond the walls of our organization. We need to manifest internally because if we're whole, then that supports the wholeness of the broader community. Right. And so. I think even things, very basic things that seem impossible were made possible or suddenly possible during COVID. Right. So we have to take all those learnings forward with us and those stories of how we did things that we thought our organization could never do. And I don't mean the heroic things. I mean, the internal thing I had her OIC is also not a thing, but I mean, the internal things like.
We realized that our staff was totally burned out and we found ways to give people way more time off or to change our policies on how people work. people working from home, which works for some people doesn't work for other people. Right. like all of these kinds of things, like a lot is possible. And if we tell the stories of what we do in times of hardship, those are the stories of what is possible and what creativity and courage lent us to create new things. Then again, the end of COVID does not mean the end of those things. It just means, oh, we figured out that we're even stronger and there are more possibilities than we thought, and let's continue, continue to work in that direction. So as we think about not getting back on the hamster wheel, are we going to devote a certain percentage of our time to. Systems work, even if we are in a service arena, are we, if we're not going to do that, how can we at least support those efforts of our colleague activists and other organizations and how they're pursuing those things? How do we, how do we message around those systems questions with our funders, with our other stakeholders, so that. So that everyone is more engaged in the bigger picture because we have to build the, we have to build the demand, the demand for systems change, and that has to be ongoing. Right. And so the way that we tell those stories, the way that we innovate, the way we take care of one another. Are all parts of that system change process to me among others, right? Those are some of them.
Carol: A couple of different things come to mind. One, I hope it's late stage capitalism. I feel like some people are banking on that and we'll see. But it would be good. It'd be good. Well, we assume it would be good for whatever would come on the other side. But, you talked about what showed up in this last year, how organizations just shifted on a dime in a lot of different ways in ways that they never thought were possible or never had, never had thought about. So they demonstrated it to themselves, their capacity for very fast change. And I've lost my train of thought. There was something else you were talking about. And what were you or were you just saying at the end, but before that?
Kristin: I think we were talking about just this idea that what was possible in COVID is ongoingly possible, right? That people are creative. People are courageous. They're doing, they can, they can, we can take care of one another what we're trying to.
Carol: I feel like in the past there's been this very much an either or either you do systems work or you do direct service. And I even remember there was a book that came out. And I'll have to look it up. It's probably 10 or 15 years ago. That was a study of, what are the most effective non-profits and, and even then their findings were that the organizations that do both that do service that informs their advocacy are really super effective. And then of course, you go to the next level of those, the movement level, where people are approaching that very differently now in terms of it being a network and not so, caught up in individual organizations and being more fluid in how they organize that. And also yeah, just an appreciation for I don't know which generation, the next generation of activists who are really putting care for each other care for themselves care for each other front and center, to be able to to be able to be in it for the long haul.
Because I think part of what I'm thinking about is late stage capitalism, I think. Well, actually in the United States where we have the most extreme version of capitalism and we have the biggest nonprofit sector, I think, we have to check that. But to me, it's that sector was, it's just like a giant band-aid to the wound that capitalism is inflicted on us. So, and I'll stay in it because it's the best bandaid I can find for now.
Kristin: Yeah, it's a big, big, big thing. And you and I could have a whole separate conversation and you could have this conversation with someone way more intelligent and on it than I am, but those questions about the degree to which the nonprofit sector is serving as a band-aid. Right. And. It's the same questions that are really interesting questions in the mutual aid movement, right? So there's as much as possible in mutual aid, right. Sort of grassroots support and person to person, neighbor to neighbor, kinds of support, which really grew a lot during COVID in the United States and, and beyond, and there's a big debate in that community, as I understand it about is this really our job? shouldn't, shouldn't the government be taking care of this. So, and then other people who are this is, this is part of community sovereignty, right? Like community self-help, et cetera. So there are lots of questions around all of that. And certainly in the nonprofit sector, how are we, how are we supporting How are we supporting a system that how are we supporting the larger system that isn't serving a lot of our community members? So I think there are lots and lots of questions and all of that. And some of what I take hope from is that piece around, we have activists and movements who are pushing, right? And so when the more. Traditionally, shall I say, the nonprofit sector is in good dialogue with movement folks. There's lots of zest there, right? There are lots of, there are lots of aha moments.
And so I think we just have to continue again. It's that porousness, it's that sharing of stories that. That helps. And just, as you said earlier, when organizations are doing some, sort of some work in advocacy, they have one foot in the advocacy world and one foot in the direct service world than lots of things are possible because they have they have a more nuanced appreciation of, of of it all and they can make, they can make key choices around how they're using their resources and.
They can tell a lot of stories from multiple perspectives and hopefully as much as possible people speaking for themselves. Right. Rather than others speaking for them. But yeah, there's a lot, there's a lot we could talk about there.
Carol: Yeah. And, and I just want to well, since we're talking about reframing, I just want to put a caveat on my description of the whole sector as a bandaid. To me, that's more a reflection on our economic and other systems, just not working for folks. And so people have tried to step into that void. And, but, but it does come to the question of whose, whose job is it and, and what needs to shift to have less need for all, So that, so that organizations that are trying to end hunger and homelessness and all those things can actually get to those things. Yeah, so, so not denigrating anyone's work cause I'm really glad that there are folks doing it. And that's why I love to work with organizations and help them. Get clear about how they want to move forward. And stepping back, I'm appreciating the questions that the younger generations are asking about the role of the different sectors of our, if you only want to think about it as the economy, but our culture, our economy.
Kristin: absolutely. And we could throw in there, sort of. The power that billionaires have in this country, right. For setting an agenda. So, again, we could have a whole separate conversation about, about all of that, because there are, there are all those questions whose job is this? Do we actually want, who do we want to have this job? Even if it is technically their job, you know? So there are lots of things there, right?
Carol: So as we're starting to see the possible close of this chapter with the pandemic what are you hoping organizations will keep with them from this time as we move forward? And, what have you witnessed people learning? We talked a little bit about that before, but I'm curious about some other examples.
Kristin: The primary piece is that I'm hoping that people keep open to possibilities that they somehow managed to tap into during COVID, so the crisis provides opportunity. I don't say that lightly, because the suffering has been immense and disproportionate. So all of that being said there. That there was so much nimbleness. There was a lot of new collaboration. There was a lot of new thinking, a lot of busting through barriers. Right. And so all of those things I think are really important to keep momentum around and not go back to sleep. Right. be easy just to just let out a big sigh of relief and be okay, wow. Now we can get back to where we were. And, as many people are saying. That is not a, is not possible. And B is not advisable, right. Because what we actually want to do is keep catalyzing. Right. And keep an eye on the big picture. Why are we here? Like we were talking about earlier, why are we here? How, what is our unique, unique role at this time? And how can we make sure that we are. Part of the larger momentum for deeper, deeper solutions, greater sustainability, et cetera.
And so one thing that I think will be important too. And sure what happens in, and this is very specific is that there are a lot more there's a lot more recognition of, of the great possibility as and gift of black and brown executive directors and others and leadership positions. And I think as more of those positions transition out of white leadership, it's really, really important that those leaders get our support, our support, whether we're board members, whether we're other staff members. Whether we are donors, because we know that funding often decreases when black and brown people become executive directors. So anyways, there's lots of specifics like that.
Let us make sure that we give as much trust. And support and even more support because they're working in a racist system to these new, these new, but new, but not new, right? These folks who've been waiting in the wings forever who have been overlooked and bypassed a million times for these positions. So I think that's an example of something that's happening, but we need to, we need to usher it in, in a way that. Support success, like would be done with, with weight leaders and has always been done invisibly with Wade leaders. So I'd say that's an example. I think the work we've been talking about is about where there's more conversation between activists and sort of more. And others in the nonprofits sphere or grassroots activists and people who are nonprofit in the formal nonprofit sphere, as well as grassroots groups that are not 501C3.
There's a lot of, there's a lot of possibility and bringing all those folks into, into conversation, storytelling deep deep consideration of common. Common interests, which is not necessarily the first thing that people recognize, but we have common interests in what I would call, collective liberation. And so, and that looks different in different ways, people might not use that term, but I think that's where w. Where I hope we are heading. And so how can we have those conversations? So being bold, right? Like there are certain, many studies have shown, like even not, not like COVID related, but when, in times where there were political situations did not support did not support a lot of creativity and possibility for nonprofits, the nonprofits that still. Went for it. We're much more successful in getting done what they wanted to do. Then those who like who stepped back and just said, we're going to just, we're going to just shelter in place until the storm has passed. So let's do this thing, right?
Like this is, this is the time we are, we are in a period of momentum and let's just. Let's keep it going. And at the same time, take care of like you and I were talking about taking care of our people, our people being broadly defined, right? Like take care of all the people that are part of this and see this as a long-term this is the long game, right? So we need to do this in sustainable ways.
Carol: What do you feel like you've learned personally through this last year, year and a half?
Kristin: I've learned that I need more time in nature. I've learned that sometimes I need to really step back and make a lot more space for other people. And as a facilitator, that's great, there's a great dance in that, right? What is my role in this very moment? What's not my role? And can I just trust in that more? So I feel like there's been a lot for me this year or 15 months. That's about trusting, trusting in the group. I am. I've had a lot less time alone then I have in the past and because I'm in a pod. And so I have, I have loved that and I also.
I've recognized. I really need more alone time. Like that's really important for my well being. And so the way that I've been able to craft that in the past is it has not been so conscious for me and now I need to, I need it to be much more conscious so that I can make it happen. And It's renewed. My faith in possibility, I, at this time has removed, renewed my faith in possibility, which is very different from what some people would say. But, as we've been talking about, there have been so many things that have had light shined on them, which is absolutely essential for change. There have been amazing steps forward and I am eager to see that continue. And in my little way, be part of that.
Carol: So one of the things that I do at the end of each interview is pull out one of my icebreaker card questions. Since we've been talking about the long-term and the long game and movements and systems. The question I have for you is what are you most looking forward to in the next 10 years?
Kristin: Oh, my gracious. What a great question. I am most looking forward to - and this is really aspirational - I am most looking forward to greater and greater recognition among people and communities among and across people and communities and really the planet. Of deep interconnection and that the wellness of, of one, it relates to the wellness of all and the Wallace fall relates to the wellness of one. And so I feel like if we can continue to deepen our commitment to that, that unbelievable things are possible.
Carol: And then maybe more, a little bit more in the short term. What, what are you excited about? What's emerging in your work that 's coming up for you?
Kristin: Yeah. I'm really excited to be in conversation with a funder around ways that they can help that they can bring about greater equity in the ways that they operate. Those are the ways that they operate internally and the ways that they operate externally, the way that they relate to their funding partners, what their expectations are of their funding partners, what their expectations are of themselves, and what and how they relate to their community and communities and the ways that they will continue to try to influence the funder world. So that there are more possibilities because of course, this is another. Huge arena that you and I really didn't talk about today, but where funders are within the nonprofit world, funders are a really essential piece of the puzzle and, and they're part of systems change, right? So I love the possibilities and this particular funder is very. Very committed to the work. So I'm super excited about that. And I also really love the opportunity that I have right now to be doing some coaching with some executive directors and some other folks in these kinds of spaces and topics, but also really As we were talking about at the beginning, really diving into what, what is, what is my, why? Meaning there is not mine, but what is, what is my why for now? Like what, what is that? Where's the spark and what is my place in co-creating the world? And so I just always. Gained so much from my clients, both, both the individuals and the organizations and in those realms.
Carol: All right. Well, thank you so much for bringing your spark to this podcast. It's been great to talk to you. I've really enjoyed the conversation.
Kristin: Thank you so much, Carol. It's been a real pleasure and I really enjoyed listening to your podcasts and look forward to more of your conversations ahead.
Carol: All right. Thank you.
The past year and a half of the pandemic has brought so many reckonings. And I appreciate how it has brought working towards equity front and center in the sector – and how so often the sector has fallen short. It makes me think about the evolution of the sector over the course of my career. When I started working in nonprofit organizations in the 90s after the Reagan Revolution the whole country had shifted to the right and embraced a business mindset. Nonprofits were told to act more like businesses – embrace marketing and branding. There was a push to professionalize so many areas. Masters degrees in nonprofit management were designed and launched. The push to demonstrate impact, measuring success and proving it to funders. For associations it was all about diversification of revenue sources. And now a generation later the conversation has shifted to examining the nonprofit industrial complex and its implications.
So many things assumed to be ‘just how things are’ and part of the water we swim in are being questioned. I welcome this deep examination of the role of the sector in our economy. And I appreciate all the people who have stepped into the void and multiple wounds that our version of capitalism here in the US creates to try and make things better –at the immediate and direct service – helping people in need today as well as those working to imagine how to repair and move systems through policy change and movements. Thanks to everyone and your contributions.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find out how to connect with Kristin as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. Please take a minute to rate and review Mission Impact on Apple podcasts. It helps other people find the podcast. We appreciate it!
In episode 24 of Mission: Impact, some of the topics that Carol and her guest, Bobbi Russell discussed include:
- Transitioning back to in person
- How nonprofits can make accommodations while working from home
- How investing in systems and organization can help in the long term
Bobbi is an operations executive with 20+ years of experience working with nonprofit organizations. She launched her own practice in 2017 after working in a COO role for 10+ years. While similar systems and processes can work for many organizations, she sees success when organizations apply solutions that are customized to their culture. She’s really good at understanding the human aspect of how any new system, tool, or process will integrate with an organization’s culture. Earlier in her career, she worked in marketing, membership, strategic communications, and journalism. She has an undergraduate degree in English from Clarion University of PA and an MBA from George Washington University. Her non-work passions include her dog, craft beer, and writing parody songs to entertain friends and family.
Important Guest Links: Contact Us:
Carol Hamilton: My guest today on Mission Impact is Bobbi Russel. Bobbi is an operations executive who works with nonprofit organizations. She launched her own consulting practice in 2017 after working in a COO role for more than 10 years. Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I’m Carol Hamilton, your podcast host and nonprofit strategic planning consultant. On this podcast we explore how to make your organization more effective and innovative. We dig into how to build organizational cultures where your work in the world is aligned with how you work together as staff, board members and volunteers. All for this is for the purpose of creating greater mission impact. Bobbi and I talk about how investing in operations boosts morale and saves your organization time in the long run. What helps staff thrive in a remote work environment, what organizations need to think about as they are thinking about whether they will be heading back into the office and how your organization’s insurance and benefits providers can be partners in supporting your organization’s HR function especially if you are a small organization without a dedicated HR person.
Welcome Bobbi. It's great to have you on the podcast.
Bobbi Russell: Thank you so much for inviting me. I'm glad to be here today.
Carol: So I like to start with the question about your motivation for the work that you do. So, what drew you to your work? What motivates you? What would you describe as your, why?
Bobbi: I've worked in the nonprofit community for more than 20 years. And for a large chunk of that was running an organization. And about four years ago, I had the chance to do some consulting. And my, when I think about the why for that, it's a mix of collaboration and independent work. That's a great fit for me. That's on the very tactical level. But also, I get to be a part of many different teams in working with different clients. And it's such a learning exchange of getting to experience different cultures, different ways of operating the different kinds of work. And so in addition to the work that I do, the fulfillment I get from coaching and collaborating with somebody doing direct HR support or helping with operations, I get that fulfillment from other interactions and learning about different cultures and styles.
Carol: Yeah, I really appreciate that idea of a learning exchange. Cause I, I definitely feel like that when I'm working with clients that it's a partnership and I may be walking them through a similar process that I've walked another group through, but their issues, their team, the personalities, the issue that they're working on, what's going on inside the organization, all of that is new. So I'm always learning and, and I just appreciate that. It just keeps everything really interesting. It does. So, as you mentioned, a lot of your work with organizations revolves around operations, which isn't always the most sexy or exciting thing, or the thing that people actually associate with nonprofit work, but it really is so critical for organizations. In order to achieve their mission. What would you say are some of the benefits of actually investing some time on your, on the organization's operations?
Bobbi: I think one of the biggest benefits is running your nonprofit. Like a business and nonprofits are unique. We have we're mission focused and, and are working for the greater good and investing in that infrastructure. Always save time. We'll save time later. So I like to share with clients, they don't like to have too much process, too much structure. Have a little bit it's, it's good for employee morale because people like to be able to refer to things, to have a good sense of how things are done. It doesn't have to be a 95 page handbook, but some guidelines for how things work. So there's that investment for the organization and saving time and the investment in your team for retention purposes of giving them some structure. So they know what to expect and what they can look for in the future. For me, that's one of the biggest ones, the financial and.
Carol: Yeah. And it's interesting that you mentioned employee morale because I was working with an organization recently on strategic planning and, and it was an organization that had started with one person and the founder. Who's just very visionary and doesn't need a lot of structure or she has all the processes cause she built them all. And as she's built her team, there was this need to actually get clear about what each person was doing. Get clear about, what is the step-by-step for this process or that process. And, and I think because it wasn't a need for her. She didn't necessarily see it. But once folks said, this is what we need, they were able to identify who in the team is actually good at this stuff and can get us where we need to go in terms of building those structures so that people know where their lane is and how they can contribute.
Bobbi: Even for those folks who liked them who liked the freer form structure, you can have that in other ways in your work, but don't when it comes to how you structure positions and responsibilities and how people are responsible and accountable for their time, all of these different aspects, it, it gives people a sense of, of some structure and it, it is really helpful for morale.
Carol: And a lot of your work really involves how organizations work with, as you're with teams, with your people, recruiting, managing their HR processes, and certainly with the pandemic. And we're recording this right in May of 2021, so things are starting to shift perhaps, or people are starting to think about a shift away from remote work, but a lot of organizations had to make that shift really quickly. They may not have had practices or policies around telecommuting or remote work. What would you say has where, where have you seen organizations do a good job of, of that and helped their team really thrive in that remote work environment?
Bobbi: There were a couple of things. One of the biggest ones was understanding that each person was having. A different experience in this pandemic from an emote, a personal, emotional perspective, and then their own home family situation, whatever that might be. And you started to see folks who were in a shared apartment and there was only one room with good internet and they were taking turns using that room to be on meetings. And, and then also of course, families with kids and balancing all of that. So really understanding what people's limitations were, and how can the organization still get done? What they needed to get done while supporting whatever those limitations were. And then similar to what we were talking about with operational processes is coming up with some level of guidelines for staff, because it didn't work from what I saw, when organizations said do the best that you can. People were looking for a little bit more than that. So it was even if it was around. Hours or how they communicated about their schedule, but providing some guidelines of what the organization is expecting during this time, what flexibility there is when people should plan on using pay time off versus this is flexible and you can just balance out your schedule. So really providing those kinds of guidelines and then. A third thing is keeping up with the personal aspects that you don't get when you're over video or over phone and being intentional about making human connections and with the pandemic. We also had a lot of unrest happening in the country, along with that. And that also was impacting people. So making space to talk about those things or not talk about them if people didn't want to, but at least acknowledging it was happening and people could be having experiences around those things and wanting to create open lines of communication.
Carol: Yeah, I think that's, I mean, all those differences always have been there in terms of how different people were experiencing the workplace and their work and the team. But certainly, this past year has just amplified that in the same way that it's amplified so many other things as you're talking about. And Yeah, I think, I've heard a lot of people talk about while you, it's so hard to have the human connection or those, those accidental, you bump into someone things that happened naturally in offices when you're all there together. And it's, and that's certainly true. And at the same time, I think there's something. That this experience of having to work remotely gives a gift to organizations when they can start to think about how to build that in more intentionally and for everyone, because I feel like maybe it happened for some people accidentally just serendipitously, but it may not have, it may not have actually been the experience for everybody in the office, but people assumed that it was because everybody was together.
Bobbi: That's a great point. Yes. And even just thinking about how some people really love face to face interaction and like being on zoom or some other type of video chat where other folks need a break from that. And seeing organizations give people the space for that. If you're not required to be on video, let people know I'm going to take a break. I've had back to back video calls all day and just giving people space to do. The advocate for what worked for them, so they can be bringing their best. And that works for the individuals and for the organization.
Carol: And as organizations think about shifting back Or shifting towards some new, new version of working whether it's a hundred percent remote or everybody back in the office or somewhere in between, what are you, how are you seeing organizations start to think about that transition?
Bobbi: People are starting to talk about it. Now there's a lot of information gathering and I'm hearing a lot of eyeing. September is the return to physical offices. If they exist, even if it's in some sort of hybrid way, but gathering information from staff, what is your life going to look like? What is your comfort level? Without disclosing specifics. Do you have health concerns about potentially returning to the office, all of these different factors of gathering the information and then coming up with really clear guidelines. This is what we're expecting. This is when we'll be phasing things in when we might resume travel, and just giving staff really clear guidelines about what could be coming and making sure there's good communication. There's also an aspect of. Not just to be preparing physically to come back to the office, but mental preparation from all of this time that we've been at home and in a different space where some people have been sick and lost family members and friends and people have been through all types of experiences during this time and thinking of ways to make space. Or coming back together, coming up with maybe some mental health support system within the organization, making sure people are aware of what their benefits are related to that through insurance and other services. A lot of times insurance packages like life insurance and short-term disability have those employee assistance programs as well. And making sure employees know what's available to them, how they can get help, who they can talk to and making it a safe place. If people are having a challenge coming back and really struggling.
Carol: And, and I mean, most nonprofits are relatively small and oftentimes don't necessarily have a dedicated HR person. How can, how can those small organizations work towards building some of those systems?
Bobbi: I say, just relying on insurance providers and brokers, depending on how their policies are set up. Those individuals very often have all the information about what those programs are. Probably have flyers template, emails, things like that that can easily be sent out. That wouldn't create a lot of labor burden on the smaller organizations. There is also a significant amount of information and data out there and blogs and websites. Providing samples of how template, emails, or examples of how people can create programs for coming back online and providing information for staff. So there's some light touch options that can really be helpful for small teams.
Carol: Yeah, and I, I really appreciate your point about prepping, not just the logistics of, where are we going to put desks and what's the cleaning procedure going to be, and, all of those kinds of things, but also that mental preparation or. Even just starting to, maybe it's not even preparation. Maybe it's just acknowledging that it's going to be weird and awkward for a little while. People aren't used to being together and, are you going to, is it okay to, are you, how are you going to greet? Are you going to shake someone's hand? Are you going to bump their elbow? Are you gonna, how do we do these meetings? Are we all gonna sit in the conference room? Like we used to, or be a part and then to try to think about how to manage a hybrid situation, I think is just much more challenging. I mean, I managed that before the pandemic. I worked in an organization where I had remote staff, but it was so out of the ordinary that it was very hard to get folks who are. At the central location to remember that, a remote staff person was involved in the meeting. So when I, when I could have influence on the meeting set up, I would make sure that we use the video and had them up on screen so that people actually remembered they were there. Instead of just being on a conference call, they might, they might as well not have been at the meeting.
Bobbi: Right. Yes. And there's also that technology aspect. Can you bring that up when going back into the office? There's still going to be a distributed team structure and thinking through how systems will continue to support the work and the humans doing the work.
Carol: So many organizations, some hiring or onboarding on pause thinking, well, well, let's just wait this out. And, but, as it's gone on longer, organizations have had to bring people on while they're working remotely. What have you seen work well in terms of hiring folks during this period, and then, then that onboarding process.
Bobbi: Interesting because the way that I approach hiring hasn't changed significantly from before, except that certain phases of interview processes are over video right now, rather than in person. I think the best thing any organization can do is really think through clearly, what are the competencies that we're looking for in somebody, those skills and, and that level of experience, what are the things we must have? What are the things that are nice to have and coming up with a clear, readable, digestible job description. That's fair. And, and isn't a wishlist, but it's more the actual job. And I really like a process that supports each candidate who is invited for various stages of interviews to get to know the culture of the organization and, and investing time upfront. I like to do phone interviews as a first round, not over video, but just over the phone, have a conversation without worrying about cameras and invest about an hour in those, and really get to know candidates’ resumes. You understand that they've got the qualifications that we're looking for based on work experience, but let's get to know them as individuals and understand the stories that have helped them get to where they are. So I like that upfront investment. I think it always returns better. Pool of candidates and then investing in an equitable process where you have the same hiring panel. If there's a panel style interview and the second phase of interview and making it really clear to candidates, what they can expect and what the timeline is. So the biggest challenge of. Hiring right now is if you can not meet somebody in person, a lot of people rely on that to make a final decision about a candidate. Are they going to work with our culture? They've got the right skill set, and we think they're going to succeed in this role, but will they fit in with our team? And so I'm seeing some meet and greet style interviews getting added in. Maybe it's a handful of staff members they're not interviewing, but it's, let's get together and get to know each other, almost like a virtual coffee as a way of getting to know candidates and have a more that more social feel. So that's one thing that I'm seeing that's different. Otherwise I'm just not seeing, I haven't seen a new trend to something that's brand new and hiring that really wasn't there before.
Carol: Well, that's, I really appreciate that. You say that actually it hasn't changed a huge amount and what's important. Hasn't necessarily changed. going to what you've said at the very beginning, just taking the time to identify what the competencies are. In the role what's actually needed. What's a must have, and what's nice to have right. Cause I've certainly seen so many job descriptions where there's such a wishlist that I'm like, even the superheroes and the Avengers couldn't do this job and we, what are they thinking? So what are some of the steps that organizations can take and teams can take to, to really identify what those competencies are.
Bobbi: A lot of conversation and there are two, I guess there are two paths. If it's an existing role and someone is moving on and they're replacing a team member taking a good look at the original job description, did that work well? Was it realistic? Does it really cover what this person did and how can we adjust it to fit what we're really needing thinking through what are the outcomes? What does success look like in three months, six months, a year into that position. And I think that's what can really help identify those competencies. And I also think keeping that to six to eight competencies is. Efficient. If you try to go above and beyond that, we get back more to that Avengers style person who maybe doesn't exist, of having everything on that list. So keeping it realistic and coming up with definitions for those competencies, there are existing. Definitions out there, but coming up with ones that are meaningful to the organization, what does being a clear communicator look like to us at this particular organization? What does being a superior relationship builder look like to us? And being able to convey that into questions that you ask the candidates is an important part too.
Carol: Can you say more about how you link up those two things?
Bobbi: Let's say that relationship building is one of the competencies and you define what that means coming up with some questions that 's an X asking for a specific story about how somebody built a relationship, maybe with someone that the organization was struggling with, maybe it's a funder. Maybe it's a relationship that needs to change because the person who was managing that relationship before was struggling with it, or wasn't being very successful. So asking for examples of that and the outcomes, and, and also trying to understand what somebody might do differently in a situation. So I like scenario based questions for understanding, really trying to get at. Where are they within this, within that competency in terms of their expertise
Carol: And how have you seen organizations be able to convey what their, what their culture is because, too often, I've, I've. Ask that question when I've been in the interview process and people are like, well, you'll know it. When you see it, I'm like, well, that's not helpful. Can you say a little bit more?
Bobbi: Yes. If the organization doesn't have an existing statement about their culture, that might be in the handbook. I like to start with talking about them. What's your compensation philosophy, because I think a lot of things trickle out from that. What's important to you as an organization. How do you define salaries? How do you determine what additional benefits you'll add into the package and what amount are you contributing to that? I think that can set a tone also talking through what our expectations are around let's say things like dress code. If those things still exist, some organizations still do have them or still have expectations for external facing events. Making that super clear that really can help you understand how as well, my disorganization B or how maybe stiff might this organization be and where might a person fit in along there? I think asking when, when I want to understand the culture, what type of social events do you have? How do you get to know your new staff members? When they come on board, do you have celebrations for birthdays or work anniversaries? So trying to understand how they invest also in staff, after they've come on board, do they do 90 day? Check-ins: what are their performance evaluations? Like? All of that feeds into what the culture is. So I ask a ton of questions.
Carol: That's great and about really specific things. Right. So it's not just generally describing your culture to me, but describing this piece and this piece of this piece and from all of it, I can really get a picture of what that adds up to. So, yeah. What would you recommend to clients in terms of successfully onboarding, onboarding new hires, especially now, again, with us being in this remote work environment,
Bobbi: Depending on the size of the organization, figuring out what's the checklist: who will do what, what do we want our first interaction with our newest team member to look like after they've accepted the offer. And I would say communicating more than you might, if the person we're going to be showing up in in-person and making sure they understand this is what your orientation looks like. By the end of week two, we expect you'll have. Had exposure to all of our systems. You may not know them exactly in and out yet, but you'll have gone through this checklist of learning, to use these tools and making it super clear how, what systems they need to have set up at home, how equipment will get to them.
If they have any home office expenses, which I'm seeing, many organizations get an extra reimbursement for that for internet and home costs. And having a plan, making sure that person's supervisor, if that's, if that's relevant is having personal check-ins with them. And that there's a process for that person getting to know the organization and their job, and what's expected of them and really trying to incorporate them as much as possible. So it could be different depending on each organization. What, how many systems and tools they have or how many staff they have on board. And it's a really important thing I think, to have. Touch points with each staff member as well for any new person, not just to a staff meeting, but maybe just 15 minute quick coffees with people or a quick slack video to say hi so that people get connected personally to the rest of the team.
Carol: And I could imagine going through a process of trying to figure out what all those things are and creating that checklist could actually be useful for people who've been on staff for a while. Like what are all the systems that we're using and how do they interact with each other? How does each person see their role and how it connects? I could see that being a really fruitful conversation, regardless of an onboarding process
Bobbi: That’s a great point. And a lot of times organizations will have resources that they launch. And maybe because there isn't a point person reminding staff that they have access to it, it's really when new staff come on board, that they're reminded, oh yes, we have this great shared Kindle library with 50 books in it that would help anybody who's interested in learning about various professional skills development. And I do think that's a great idea. If the organizations for arts, a great benefit, rather than staff existing staff, to see those resources if the organization is big enough, there might be an opportunity for individual staff members to be the champion of certain pieces. There's a, maybe a tools person and maybe this is how we do our staff meetings. Let me introduce you to that. And, having people be the. The go-to person and having that list be shared with the original, with a staff member, excuse me, joining the team. Here's who to go to for what? And To get a really good orientation to the organization.
Carol: Well, the idea of splitting it up and having it not be just a siloed experience, so that only, not, not only distributes the, the, the process of either putting that together or implementing it, but it also, with each person that's that champion, the new person gets, starts to build a relationship with them as well.
Bobbi: Yes. I think for individual staff members throughout the opportunity to take the lead on things like that, too, it's an investment opportunity for them as well. They get to show off their knowledge of the organization and take the lead on something. So it's a great, I think retention opportunity as well.
Carol: So on each episode, I like to play a game by asking one random icebreaker question. And since we mentioned the Avengers if you could have any superpower, what would you choose and why
Bobbi: I think I would choose the power of invisibility. I really liked to observe, and I liked the idea of being able to observe without being noticed and being able to use that for good, maybe. Interject if I need to, or take information back to somebody else reported. I don't know, but I like that idea. And also being able to disappear quickly if needed
Carol: I love it. I love it. Yeah. I've often thought, well, I'd love to have been a fly on the wall and that means they didn't see what really happened versus the report out afterwards. So that's awesome. So what are you excited about? What's up next for you? What's emerging in your work?
Bobbi: Got a couple of really fun projects coming up.
One is. It's fun because it's collaborating with a friend who, with her firm I'm going to support a project on hiring a new team member for one of their non-profit clients. And so just getting to know their process and bringing, merging our processes and plus getting together. I'm excited about that for one of my longer term clients we're working on job trajectories. They've been growing as an organization and. Haven't had an exact map. How do you grow at this organization? What does it take to get a promotion? What does that look like? So we're working on those trajectories and salary bands and making that all transparent within the organization, a growth path. And then the other is expanding voluntary benefits for one of my clients. And thinking about what are the host of things that staff might like to have access to. It's not something the organization’s necessarily paying for, but they'll pay for the administration of those benefits. And we often have. Life insurance that you can add onto accidents, things related to health. They're also financial planning, types of services, health, and wellness, and even things like pet insurance to make available with your people. If you're maybe getting a better deal because you're working with one provider. So I'm excited about expanding those offerings.
Carol: That's awesome. I love the idea of the growth trajectory, because I think so often in the sector, certainly if I look back at my career, most of the ways in which I grew, I ended up always having to hop to a new organization. And, there wasn't a clear path. Within the organization to, to, build on what I already had, had done and, and build on the work. So that's, that's really cool to start being a little more intentional about that.
Bobbi: I think so too. And not everybody wants to move up and be a supervisor for other people. They maybe are expanding their skills and can take on. More advanced work as they grow, but maybe that's not for them. And if it's possible to create those types of positions, make that clear, this can exist. And that's what it looks like. And that might impact pay scale, I'm not sure, but it could, but just making that super clear to staff, I think a lot of times people might not ask those questions. Do I have to be promoted and become a supervisor? And these organizations end up losing great folks because they haven't had that conversation.
Carol: Right. I mean, some people that they don't necessarily want to move up in, in that moving to a supervisory role, they really just want to go deeper and deeper into what they're, what they're doing as an individual contributor. So that's a great point. Well, thank you so much. It's been great having this conversation.
Bobbi: Thank you for having me. I really appreciate you inviting me. It's been fun.
Carol: All right.
I appreciated how Bobbi described her process for hiring and how in many ways it has not changed a lot even in the past year beyond final interviews being via video instead of in person. Her process starts with defining the competencies needed for the role. And she nudges organizations to not create the wish list job description that essentially describes a super human. That first step of getting clear about what is actually really essential with a job. This could include questioning whether the qualifications you have required in the past are really needed – i.e. does the person really need a college degree to do this job? Or a Masters? What is essential and what is nice to have. And being consistent across interviews to aim for a more equitable process.
Thank you for listening to this episode. I really appreciate the time you spend with me and my guests. You can find the links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. We want to hear from you! Take a minute to give us feedback or ask a question at missionimpactpodcast.com/feedback. Until next time!
I am Carol Hamilton, nonprofit consultant and podcast host. My passion is helping organizations cultivate healthy, inclusive cultures that live their values, fostering learning, creativity and results. Find me at Grace Social Sector Consulting and download free resources.
Grace Social Sector Consulting, LLC, owns the copyright in and to all content in and transcripts of the Mission: Impact podcast, with all rights reserved, including right of publicity.