In episode 45 of Mission: Impact, Carol and her guest, Carolyn Mozell discuss:
Carolyn Mozell is the founder and CEO of Leaders Who Connect and Inspire LLC and knows firsthand how transformative it can be when leaders and employees treat each other with mutual respect, kindness, and a genuine desire to see each other succeed.
Carolyn served in some of the highest levels of local government leadership for over 25 years. Rising from executive assistant to deputy chief, she also knows that leadership is a privilege. It can literally change someone’s life. She’s seen it happen and she’s made it happen.
Now, Carolyn leverages her direct experience advising elected officials, cabinet-level leaders and activating diverse high-performing teams to help leaders in business, nonprofit organizations and government agencies do the same.
Carolyn’s journey through leadership provided clear evidence that people do not leave companies, they leave bad bosses. That’s why she is dedicated to working with organizations to provide consulting, coaching and professional development programs to strengthen leadership, retain and attract good talent, and improve workplace culture through a lens of Emotional Intelligence.
Carolyn is passionate about putting more kind leaders into the world. That’s why she helps leaders develop their emotional intelligence skills so that they can grow teams that work more collaboratively and employees who thrive and want to stay. She can be found facilitating conversations on leadership, emotional intelligence, and diversity, equity and inclusion (DEI) to coaching clients on how to build a better team by being a better boss.
Clients appreciate Carolyn’s accumulated years of experience managing up, down, and across organizations as a former Chief of Staff and Deputy Chief and rely on her expertise to advise on what a positive workplace culture looks like for them, how to achieve it, and how to sustain it.
Carolyn is a graduate of the University of Maryland College Park, BA African American Studies, Public Policy Concentration, a certified DISC Behavioral Assessment Practitioner and a certified Emotional Intelligence Practitioner.
She is Vice President of Suited to Succeed and Dress for Success Greater Baltimore, member of the Society for Human Resource Management (SHRM), and host of the "Use Your Powers for Good with Carolyn Opher Mozell” podcast. She resides in Baltimore, Maryland with her husband, Dawyne and adopted cat, Eva.
Important Links and Resources:
Carol Hamilton: My guest today on Mission Impact is Carolyn Mozell. 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 of this is for the purpose of creating greater mission impact.
Carolyn and I talk about why everyone in organizations need to consider what their sphere of influence is and think about how they can contribute to making it better, why it is so important to share back the results of any survey or assessment with the people who participated and then to act on the information, and why it’s important to know what is critical for your self care so you can manage the energy you bring to work and your colleagues.
Before we jump into the conversation I want to let you know about a new thing that I am doing. I am hosting the Nonprofit Leadership Roundtable every couple months. During the Roundtable, you get to talk with your peers, share an opportunity or challenge you are having at work and get some peer coaching on the topic. The Roundtable is free and I host it on Zoom. The next one will be Thursday April 28, 2022. You can register on the Eventbrite site. We will post a link from the mission impact website. It would be great to see you there.
Well, welcome Carolyn, it’s great to have you on the podcast.
Carolyn Mozell: Thank you so much. Great to be here. So
Carol: I like to start with a question around what drew you to the work that you're doing? What, what motivates you and what would you describe as your work?
Carolyn: Well, having served in local city government for decades. And I, and I, when I say decades, that just sounds like something my parents would say, but yes, decades I saw like so many problems that were caused by a toxic workplace. And the impact that it had on employees, the leaders and even the customers. And then it made it very clear to me that when your workplace is sick, your employees are sick and it's a vicious cycle that leads to an unhealthy, unstable, and unproductive work environment for everyone. So I started solving this problem through my own leadership, because I felt like it doesn't have to be this way. I have no desire to lead in a way that promotes or fosters an unhealthy environment. And I started just being, as I grew in leadership, started being more intentional about my interactions with people that basically led to me consistently leading with empathy. Compassion. Integrity and accountability though. And that helped to inspire a work environment where people felt seen and heard and valued, all those things that we as humans like in the field. And at the same time, created an environment where the organization is, in this case, the agency, so the agency was productive. So, I began to understand that. It was a win-win for everyone. And even the constituents, now that the workforce is happy, when they're out. We're interacting with the community, we'd get, we would always get a lot of good feedback about how our people are nice and professional and polite and get the work done. So I began to really understand that it didn't have to be the other way, that you can lead with compassion. You can, with empathy, then on behalf to be a model of integrity. Because otherwise your employees don't trust you. And they'll, they won't do it. They won't do that. As you say, they'll do FAC. And then you know that, but I always, always, it was very clear about we are here for business purposes because we are all here and our job to work. For an outcome. But so that was my way of having some compassionate accountability with people, just so being there for them, but unders pairing them up to understand that You need it to also get the work done. So now I work with leaders in Munis municipalities and nonprofit organizations who want to break that vicious cycle that leads to something unhealthy, unstable, and unproductive.
Carol: Yeah, and I so appreciate your statement around, when the workplace is sick, then, infects everyone else. Everyone else is sick too. And I love the turn of phrase, compassionate accountability, because it really brings both sides. Right. It's a ying yang of but we need both. And yeah. So your, your work now, you're really working with leaders. Foster those productive and healthy work cultures. And I think it's everything. It's something that everyone wants. A lot of people just don't know how they can contribute, how, or how they can make a change. And I really appreciate your story and that, you're in a big agency, you could, could look around and say, well, what can I do? But you decided, no, I have a sphere of influence. There are things. So there are ways that I can be there, ways that I can show up for my team and then the people that I'm working with. So, so how, when you're working with leaders, what are some steps that you take to help them see that, that they can start doing to cultivate that healthier work environment.
Carolyn: First I, I really always say that I consult and then I coach interactively because at first you need to understand you, you have to. Make sure that you are willing to uncover your blind spots that may be leading to this environment and be willing to have the blind spots exposed, of people that maybe you have a higher regard for et cetera, that the blind spots are being uncovered. Are going to eventually lead to that healthy workforce. So, be willing to uncut, get data to uncover blind spots. The first thing I always do is to have either an insight survey or assessments behavioral or, or emotional intelligence assessments to go in and just understand where people are so that we know where we're starting and get some baseline data. And then using that information to align that with your goals and all, and the most important thing is, involving people who are directly impacted in that process and whatever the recommendations will be in the process so that you're not faced with a situation where when you're done. People are like, I don't agree with that or I'm not doing that, you know? And I found that like having a representative, so to speak of all levels of the organization helps to give that insight more a more well-rounded insight so that even if like, 100% of the people are not going to agree all of the time, but at least you will get the representation from all of the levels of your organization to make sure that you are incorporating those diverse voices. And then after that, then it's time to always say you got, you gotta apply the results timely, just not be worse than going through, getting people to answer surveys or getting people to take assessments. And then. having meetings and then not doing anything with the information. Yeah, that's the same as, having, we talked about having a workflow committee or a task force and, you just sit the document on the shelf. And so I always encourage leaders to keep the communication consistent. And reliable because humans again, we all like reliability, and it's the same as businesses, businesses like reliability and, in humans like reliability. So, having people to know that, they're going to hear about the survey update or the next step. On Fridays from their leadership, is what I try to encourage them to do to establish some level of consistent communication. And it's all in one case, they would do it at their Monday staff meeting, but just having, keeping people engaged and letting them know that the process is resulting in some action and action that will be.
Carol: Yeah, I really appreciate it. It's so important that when you ask people to take their time to contribute their thoughts and, and answer a survey or do anything like that, that, that you do complete that circle and that a group of people looks at it synthesizes it, but that synthesis then goes out, back out to the folks who originally were asked the question so that they can, can see that they were heard. And, and yeah, that's, that's so important. So can you say a little bit about this, because you also do some executive coaching with leaders? Can you say a little bit more about what that is and, and how you work with clients in that situation? Yeah.
Carolyn: So the local clients that I've been working with so far are either in like a big government or a smaller non-profit. And when I have, but they're, they have been mid to senior level executives and they are, they, they are at a point in their. Career where they want to understand how to gain, influence to expand and their leadership. And so what I do, I help them with understanding how to interact better to gain that influence and using it again on like, improving their emotional intelligence and using disc assessments to help them understand how to, how they, how they are communicating. And if they're, if they're communicating what they intend to communicate or is, are people hearing differently than what they are trying to say. And, I learned that, through my leadership process, that was really important. And gaining influences, they'll always used to say, say what you mean and mean what you say, and, but you gotta be careful of what you're saying, you know? And so it's a whole, it's a whole self-awareness piece, as well as understanding how to communicate with different types of people.
Carol: Yeah. Sometimes those truisms are true.
Carol: So when folks are trying, you talked about self-awareness, you talked about being aware of how you're communicating with folks, is what you're intending to say, matching up with how people are hearing it. What are some other ways that leaders can start to be more intentional about growing their influence?
Carolyn: Well, they can be careful and intentional about the energy that you embrace into a conversation. The energy that you're bringing into a room, the energy that you're bringing into a meeting, it's always I would say you can't change the reaction of the other person, but you can always, always control how you respond to that other person. And so I always make sure that they are intentional about responding and not reacting and understanding what that means for them. And, if you know that. John, every quarter is gonna trigger you for some, will be because of what he's going to say or do in a meeting then, prepare yourself for that because you can't necessarily control. You can only control him to a certain extent, if you're directly you have that. If he started direct reports, then there's always that coaching conversation about, would be appropriate this and what he's doing, if there's anything inappropriate, but John, as his own personality, So, you, he, John just may communicate in a way that's different from how you communicate, but as a leader, you should just be, you need to be aware of that so that you can. The most productive output from John all while making sure that he feels seen, heard and valued. So, it's, it's, it all works. So if the change is believed, interchange, it bleeds together and, having empathy, having empathetic leadership can be exhausting. So always encourage leaders to make sure that they're taking care of themselves and that they are understanding what their balance means. I always see a lot of people say, oh, there's no such thing as balance, but we all have our own personal balance. There's no one definition for what balance means for you or for me or anyone else. Everyone has their own. Version of what balance means to them, but by whatever priorities they have in their life. So I always make sure that leaders take care, take, and have a routine to take care of themselves, whether it's meditation, whether it's, getting a good night's sleep, whether it's, time-blocking for your calendar to make sure that you are incorporating. Priorities that are going to make your life feel like you are living. As well as, having a professional life, because I know like when I worked at city hall, it just felt like my, like, it could be 24 hours, that because in the city there was always something going on. And so you just felt all absorbed in all of that. So I had to understand how to take care of myself so that I can go in and lead the people that I had to lead in, in a productive way. And show up with energy and show up, with my best version of myself, to encourage them to bring their best version of themselves.
Carol: Yeah. All of those things and, and, ideally you get, you can meditate and go to get a good night's sleep and get some exercise and have some time blocking and do all those things to create those guardrails that really. Help you stay centered so that you can show up with empathy for people. So, yeah, but it takes a lot of practice. And, then I think also for me obviously we all want to be more, we're, we're aspiring to be less reactive, more proactive and then things catch up. Right. And we get triggered. And so how do you recover from that and repair what might've happened?
Carolyn: Well, first as always, it goes back around to just being aware of those things about yourself and repairing those things. Again, different for everyone. Repairing could be that you are you, that you need to turn off your email at a certain time or that you need to, they'll schedule looking at your email at a certain time. It depends on what your circumstances are, but recovering are some of those things that you mentioned, exercising. I worked for a mayor who. That was her recovery exercise. We took exercising out of her schedule one, one time because of a conflict and it was a horrible afternoon for everyone. She could not show up as her best self. I tease about that all the time. I'm like, oh, I told her it's her executive assistant at the time. Please do not take exercise out of her schedule because she was just a barrel the rest of the day. And so, but that made me really understand that, being a leader. It's exhausting because you are trying to solve a lot of different problems and still have a life of your own. So you do have to have things in place to recover, like, going exercise, taking a walk, getting fresh air, being out in nature. And I learned over the summer, I've been very. Intentional about just trying different things over the last year and a half. And I, and I came across a coach who talked about grounding yourself and going and standing on like in the grass on seeing it with no shoes on and how that just does something to the body and makes you feel refreshed. And I said, let me try that. So over the summer I did that. It was awesome. I went out and stood on the patio and I just stood there. The neighbors probably didn't understand what was happening. I'm standing there in my bare feet and in the middle of the patio, not really looking at anything, eyes closing up, just absorbing all of the energy. And it was really refreshing because over this last year and a half or so leaders have had to rethink everything about how they're leading themselves and So, I tried to be very intentional and open about learning new things.
Carol: I love that. Cause I think of lots of meditations where I've had, where the instruction has been imagined, the, or, feel the ground that you're you're on and imagine how you're connected to the earth, but actually going out. Standing with bare feet and, in grass or wherever you can to really, really feel that. Yeah. That's interesting. What other, what other things have you tried out in this last year and a half of experimentation?
Carolyn: A night routine. So I had, and this was a, this was mostly actually recently I had a young woman on my podcast. You should power, so good. And she is, she dealt, she was a healer and a coach, a healing coach. And so she talked about the importance of a night routine to get sleep that would help to revive you and re-energize you and all, and some of the things she said, I tried and I was like, oh my gosh, I feel so good. And it was, there were several things to do, but you don't really understand the impact unless you're consistent with them. And so for me, I took my shower at night and she suggested like, take a nice hot shower and have the water just run on your phone. And that disliked does something. She has all her terms. So then you can check the podcast, but it does something to your body. And, it just promotes some sleep stuff for lack of a better term. Because that's not my area. And then, doing things that are going to make your next day more productive. So for me, getting my clothes out the night before now for me, I couldn't understand why I had so much anxiety around this when I wasn't leaving the house. Really zoom calls. Yes. But, then I would like recordings and stuff for some of my content. And so I had so much anxiety around, like, what am I going to wear? And then, I spend half the morning, like finding something and then. didn't want to iron. So I just really, so I, what I decided to do was like one Sunday. If I needed to put the clothes out and if I needed to iron something, iron it, then and sell them. That's taken care of, check it out off my list as I have something to do in the morning. So, she shows you how, like on the, on the back of your feet, the different pressure points that help to relax you. And so, I try some of that and that scene. To spark some type of relaxation for me and using an IMS to blackout the light. Now I'm married and my husband likes the TV on all night, all night. And, I grew up like that, but then I started somewhere along the way, I didn't have to have the television on. So having the eye covers really helped me to just get into my, getting to sleep mode and, oh, one important thing that almost everybody probably has. Well, if you have an iPhone, turn it on that night mode where the screen goes into more of a blue demo mode because she talked about getting yourself. Prepare for sleep and remove yourself from the light of the television of your phone and all that. But you're the fluorescent lights above you. And getting blue light glasses to help with that. I haven't purchased those yet, but that's one thing that I'm going to try. So there are like so many ways, so. Help yourself, but a lot of times we just struggle with getting started. So I, I've, I've gotten into a mindset where I make it uncomplicated and I just take the best next step.
Carol: The best next step. I love that. Yeah. Yeah, I think there's so much emphasis on creating a good morning routine, but people forget about the night routine and how you kind of, you, you, you think about it with kids, right? Like what's their routine for getting them to bed so that they can get to sleep well, we're just grown up kids. So, yeah, that's awesome. So what are some of the common challenges that you see leaders facing as you work with?
Carolyn: One of the biggest ones is dealing with people who are like bringing their personal problems to work and just dealing, not how to manage themselves personally in the workplace. And so they bring all their stresses and then they, that shows up in the work that they're doing. How they're interacting with people. And so helping people to manage that piece of their participation in the workforce and workplace is one thing. And then also helping people to. Understand how to work collaboratively, like in groups, without it feeling like a competition. And so, one of the things that I did with a client, I have. After we did the survey process, we put together a task force that I facilitated and it had various generations of people, diverse people in all respects. And so one of the things I laid out for them in the beginning is that as I always say, we're gonna, let's w we're going to jointly come up with our rules of engagement. And, so we listed about five things, about listening, respecting conversations, respecting differences, in opinion a grade to disagree, so, we, we just, we, we, we covered things that. We agreed to want to gather so that, as we were moving forward, the process didn't seem offensive or unfair or anything to any, any person in particular. And that, we were all, we just all remember when our rules of engagement were that we agreed. And we're able to have a very productive meeting with a very productive outcome. We got through the recommended survey recommendations and like two sessions. So the third session was just a tweak, But we were able to substantially get the work done and all, and everyone was really happy. And, those are the kinds of things that really make my work feel very gratifying knowing that I've gotten people. A diverse people able to work together for a common goal to achieve a common goal.
Carol: Yeah. Those, those having a conversation about those rules of engagement and how are we going to work together? And what do each of those things mean? Like what does respect mean to you? How does that show up? How do you demonstrate it? What, how am I going to know or what, what demonstrates to me that, that you're respecting me or listening to me or effectively communicating yeah, that, that work it, you know infrequently take the time to do it. And that feels like, oh, it's a big conversation, but they can use that, meeting after meeting to work productively together. And it's, it's just so, so helpful. Oh, I'm sorry. Go ahead.
Carolyn: Let's say one of the, one of the biggest benefits of that process that I just, was some of the middle management leaders. Stepping up to like continue the pro content, continue in the process and bring. And, like, because some of the work is included, the next steps included. We outlined the five goals that we would want to work on. And then the next step was like assigning resources to those at those arm recommendations. So, we had people step up to say, all right, I'll take this one. And then I'll go talk to this department and explain to them what this work has been about. And I understand how the capacity is for completing the work and getting this goal completed. And so it was really awesome to say, those leaders, like just raising their hands, like if there was no. No. Yeah. Like sometimes you'll, you'll say, well, who's going to do this. And then you hear pins dropping and all kinds of stuff. And, but then this case, it was like, I'll take this one. I'll take that one. I'll take this one. So, I was like, it's done. Our work is done.
Carol: Leaders who built leaders. They go, they go. Yeah. And the other thing you talked about in terms of people bringing their personal challenges into work. And I think that, it's gotten even more so, muddied with, with so many people working from home and us literally, being on video calls where you can see into people's homes. And obviously some people have. Manage that by figuring out how to, or having computers that can manage a virtual background or a blind thing, I've tried them. But for some reason, the, the, the Whatever it is with my hair. Like I disappear, like, so I can't use them. So I'm like, okay, here I am. This is, this is what's behind me. But yeah, I wonder what you've seen in the last, almost two years now for leaders that I feel like there's been a call to be more empathetic with everything that people are dealing with. And at the same time how, helping people set those bands.
Carolyn: Yes. And oh, I am like, this pandemic has caused us to have to reef. And everything, everything, we are just, at anything that you thought, anything that you thought about leadership, post I made free COBIT, has gotten twisted and turned and changed like ever. But the bottom line is that employers want to grow a workforce where employees don't leave and employees want to have a workplace where they can grow professionally and financially. So understanding that. Sprinkle some empathy around all of the challenges that people are experiencing. I've found that the best thing that leaders have been able to do in this environment is to just really exercise, flexibility, responsible flexibility. Now, again, Yeah, they have that compassionate accountability piece where we are here for the business purpose. But understanding that, your workforce and your poor employees are people who are the engines of your organization. If they all go away, you have no organism. So, so, so leaders have had to really be more flexible and especially the work from home piece and, and understanding how that impacts the work and, and. Wherever possible, making the environment flexible enough that a person could work from home or do a hybrid situation. But just making things more flexible and understanding that with the knowledge of knowing, everyone on the same page about the work still has to get done.
Carol: Yeah. Yeah. Definitely. So you encourage everyone to put a little more kindness into the world. What, what inspired you to put that front and center? And I'm, I'm also curious what, how you put more kindness into the world.
Carolyn: So, so. What inspired me to, to create the podcast, use your powers for good that inspires leaders, managers, and supervisors, to put more kindness into the world, because through my experience, I saw how leaders build other leaders. And though that could go, you could be building positive leaders or negative leaders. And I haven't experienced back in like the late eighties. But one of my first jobs out of college, And I worked at the us chamber of commerce in the manager director there. She said I am right, I don't expect you to be in this job for more than three years. It was as a staff assistant. She said, I will expect you to be here for more than three years. And I was like, what job is this? I can't say more than three years. That was the whole, you go to a place and you retire. So I'm like, what the heck? So but what she said after that was, I'm going to give you everything. You need to be sunsetted. So it's up to you to use the tools that I gave you, the experiences that I gave you the opportunities that are put in front of you to be successful. And she did, and she gave me, she put me in front of people and, I was 23, 24 years old. Put me in. People that I would never think that would be a front of and situations, but she gave me the tools and, she allowed me to go to different trainings and, and to hone how to interact with higher level people at the time I considered. Because they weren't like chamber presidents from around the country. And so, I've never forgotten that and I never forgot that. And so that created a lead. And myself that paid that forward to other leaders, to other people that I was, I was developing into leaders. And so I have always led with a, so this is how I put my kindness into the world. I always lead. And whether it's in the workplace or in the personal and personal life, always lead in a way where, someone is left with an impression that is so. Heartwarming or inspiring that they feel compelled and inspired to do kindness for someone else, be kind to someone else or exhibit that kindness for someone else. And that really was like really I saw that in my recent work when I was in city hall. creating the people that were directly sat directly supervise, they went on to become leaders who, understood how to place empathy in their leadership, without it feeling like they were like gonna be a pushover and all that, because empathy, when people hear that, they think, oh, you're just a soft manager. I was very clear that we are here for business purposes, but I understand your situation. So let's solve the problem together. And so that you can get a productive outcome. We can still get the work done, but then it leaves the person. I gained a lot of loyalty through leading in that way. And so people showed up for me and I, I will never forget that. And I want all leaders to have that feeling. So that's why I want to inspire leaders, managers, and supervisors that put more kindness in the world through their leader.
Carol: Yeah. And I love that story that you tell because it demonstrates a lot of different things. One, she knew the reality that this was an entry-level job that, if, if you were, if she was doing things right, you weren't going to stay in. Cause you were going to grow and learn algebra. But the trust that she also put in you to say, let's, let's have you go here and there and do these different things. And the fact that you're telling your story, years later, it's pretty amazing. And then the ripple effects that you're talking about makes me think of it, is it the Maya Angelou quote of, my favorite. Yeah, we'll forget what you say, but we’ll remember how you made them feel and as a recovering, no, at all. I try to remind myself that every day.
Carolyn: I forgot that that's one of the quotes that I always have in all of my coaching that people are going to ever re they may remember. They won't remember what you did, but they will remember how you made them feel. And that's it like, yo, that's exactly what happened from an experience and the eighties, So telling that story, it still feels that emotion around that.
Carol: Right, right. Then the way that she trusted you. Yeah. That's awesome. So one thing that I like to do at the end of my podcasts is ask one random icebreaker question that I pull out of a box. So the one for you today is in what way do you feel your childhood was happier than most? People's?
Carolyn: I didn't know we were poor. I never, I never knew we were living paycheck to paycheck. Until I went to high school and I went to for those who are involved, the Baltimore area, Western high school, an all girls high school and, and you're seeing a year, they're like, like they have so many activities that no one, everything required. They do everything that is required like a white gown or something. Outfit. And so I did not know that we did not have the resources to support that until I got to that time in my life. And my parents, my parents were awesome. They were awesome. But they, they, they, said it in a compassionate way, but they were pretty much like we don't have the money. And they said it in such a compassionate way that that just led me to go and get my first job in worry Rogers and raise my own money to do all this stuff. So then they wouldn't have the burden of doing that. And so, I always remember that, I didn't know, we were living paycheck to paycheck. I had everything I needed. And some of what I wanted and I think it didn't help that I wasn't a very needy child. So, I had everything I needed, some of what I wanted, we ate, I was, I was. A little baby, but my brother who was next in line to up for me was 14 years older. So they were like, my brothers, brother, and sisters were like stairsteps. And then I came like 14 years later. So have another story behind that. I'll go into that. But so I said, boys are pretty spread out too, so yeah, so I was like an only child. because they were pretty much not paying me any attention because they were teenagers. And then either the house, by the time I really got to any like, like elementary school. So, we ate together, my parents and I, we ate dinner together. I watched after school special holes. and I just didn't need anything. And, I felt safe and protected. So I never knew we were poor until high school.
Carol: All right. Well, thank you so much. So what are you excited about? What's coming up next for you?
Carolyn: Oh, wow. So I am going to be rebranding my podcast. Well, it's starting now. So anyone who wants to like, come on the podcast, I'm starting to do, I was doing all audio. So now I'm doing visuals because what I learned is like, people love seeing other people and I get, I got so much, I get so much feedback and people engage when they are, when they see me. So if anyone's interested in being a guest on the podcast, please reach out to me. Subscribe to my mailing list. All of this can be found on my website at www dot leaders who connect and inspire. And if you are looking for. The speaker or moderator I've recently met. I didn't know. You have plans. I plan. So who knew I was like a speaker or a moderator? I didn't. So recently I got asked to be a speaker and my reader at the Maryland association of counties con on winter conference. And I loved it. I did. That was one of those things that I did not know I would love, but I had done another event prior to that and I got my feet wet and now I'm just like, I love it. So, those are some of the things that I want to just explore more of, and especially in municipalities, because those are the people that I understand most and that I feel like, my experience. Yeah. Help inspire and lead to leaders, building other and other better leaders in. So the solos, those are some of the things I have coming up But I really look forward to connecting hopefully with anyone who wants to oh, one other thing. So I've been working with folks who, or having conversations with folks who are working in DEI, diversity, equity, inclusion, and belonging. And, those are, those things are still evolving. And one of the things that has come up. Especially as a person who had to build the infrastructure for the city's program, that the law was passed and then had to be implemented. So I was one of them, I was the deputy that implemented it. And so. One of the things that came up for me as I left that process and started looking at how others were approaching it is the using emotional intelligence in that process. Because if I had to do it over again, that's where I'm going to start it with, like getting people prepared for all of these uncomfortable emotional conversations and helping them to understand how to interact with that. If anyone needs any, if anyone is in that space and is thinking that is something that they would be interested in exploring, I'm doing information gathering, especially what that means for municipalities and leaders.
Carol: That's awesome. Well, thank you so much. Thank you for coming on the podcast.
Carolyn: You're welcome. Thank you for having me.
Carol: I appreciated Carolyn’s comment about the best next step. Or I might make a slight edit – to a good next step. You may not really know whether it is best or not. But that approach pulls us out of trying to game out all the possibilities and pretend we can predict the future. It keeps us in action – just make one small choice about your next good step and it keeps you out of analysis paralysis. I also appreciated Carolyn’s perspective on being a leader who builds leaders. Confident leaders want to invest in those around them and contribute to their growth, learning and success. And this may mean they leave your team. Wish them well and know that by investing in them, your support will continue to have a ripple effect as they contribute in their next role. It can be challenging in the short term as you have to fill a vacancy – but you are contributing to the long term. And your mission of your organization is likely part of a wider movement – your investing in your teammates and what they go on to accomplish will likely contribute to that wider movement you care about. Be generous.
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 Carolyn, her full bio, the transcript of our conversation, as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Isabelle Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support. If you enjoyed this episode please share it with a colleague or friend. We appreciate you helping us get the word out. The easiest way to do that is to share pod.link/missionimpact – then your colleague can access the podcast on their preferred platform.
Thanks again for your support. Until next time!
In this solo episode 38, Carol Hamilton discusses burnout in the nonprofit sector, what possible ways forward are, and how to stay engaged while prioritizing your own health.
Carol Hamilton: For so many check-ins recently whether it events that I've held, the recent nonprofit leadership round table or with client meetings, other webinars, and just checking in one-on-one with people when they do the check-in so many, so often I'm hearing, I'm tired. I'm exhausted. Most of us in the nonprofit sector, we're doing too much.
Before the pandemic, we worked too hard. We were sacrificing for our cause and then came this global state of emergency and we came into it without reserves our tanks on empty. This could be reserves in terms of energy. It could be literally in terms of money in the bank. And then we've been asked to do so much more over the past two years.
I'm sitting with the question of whether we can step back and ask whether another way is possible.
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 nonprofits, strategic planning.
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, and all of this. For the purpose of creating greater mission impact.
My thinking on this has gone, gone back for many years. in fact, I stepped into the organization development, stumbled into into the organizational development field when I was investigating the disconnect that I saw so often in organizations between the missions that they had for the change that they wanted to see in the world, and then how staff were treated inside the organization and how organizational cultures were built.
But more recently, I was doing a webinar on healthy cultures and talking about modeling a healthy behaviors and self-care for staff and. I was getting some pushback and eye rolls from, executive directors and perhaps, you're having that reaction right now. And one executive director stated, “I have to work 70 hours a week. Should I pretend that I don't to staff?”
And she stated it as if it was a fact as if it was something that could, she could not escape. But it's really a belief and it's a belief that drives so many of us. And I thought about it later. I thought about her statement a lot after we got off that call.
And I thought, you know, if you follow the logical conclusion of that is 70 hours a week, even enough. By doing that is the leader doing everything that they could do towards moving their mission,n forward? Sadly, probably not. For most of us, our organizational missions and visions are always larger than what we can reasonably accomplish.
If we're in direct service, we're unlikely to be serving everyone who needs our services, even as we work ourselves ragged. And other areas where the mission is movement or policy or educationally focused, the urgency can feel equally real. But the truth of it is that so much of it is arbitrary. People set those deadlines and people can change those deadlines.
So is 70 hours hours a week enough? Again, probably not even working 24 7 would probably not be enough to reach everyone who needs the services or all the possible projects to move your mission forward effectively.
But we know that we can't work 24 7. That's not humanly possible, but the truth is that working 70 hours a week, week in and week out, isn't sustainable either
We know that we will burn out and we know that we'll burn out our staff as well. And it's hard to be around martyrs. They're not a lot of fun.
We feel trapped in this. The system treats us like machines as if we are worker, we are not workers. We are not people. We are machines and we just have to keep keep our heads down and be as productive as possible.
But the idea that your worth Is really inextricably tied up in your productivity that you're constantly having to prove yourself, improve your worthiness through what you accomplish, what you achieve. That's the ethos of our culture,
but many people are starting to question that we're going through. What's being called the Great Resignation, , over 4 million people quit their jobs in August, September, and October.
And we probably haven't seen the end.
And that stepping back, people are stepping back to reevaluate their priorities. And even when we're working with causes and missions that are dear to our hearts at what cost are we doing that?
There's the outside, larger culture that prioritizes work over all things.
That treats people like machines, treats us like we're expendable, but then there's also our dedication to the causes that we work for
This summer. I read a book called Work Won't love you back: How devotion to our jobs keeps us exploited exhausted and alone by Sarah Jaffe. And the book, maybe didn't quite live up to its self-help title,
but she explores how the belief of following your passion and the quote that often gets said that if you love your job, you won't work a day in your life.
That that has led us down a path of being easily exploited. She examines, the eroding working conditions across industries and the unionizing efforts that are combating them, including in the nonprofit sector. And we're certainly not immune from these trends. And in fact, I would say that as a sector, we have may have already had them embedded in how we work long before anyone else.
We've been doing more with less. We've been putting up with broken office furniture, slow computers, hand me downs that serve as obstacles to our good work. And then we also have this belief system that we almost always must put the mission before ourselves.
Fobazi Ettarh I hope I'm pronouncing that name correctly.
Coined the term vocational awe when talking about librarians. And when I heard about this term, and this was a term that I came across in that book, by Sarah Jaffe, it seemed very relevant to the nonprofit sector more broadly.
“Vocational awe describes the set of ideas, values, and assumptions librarians have about themselves and the profession that results in notions that libraries as institutions are inherently good, sacred notions.
And they're therefore beyond critique in a piece that resonated by with some discomfort among many in the. At re argued that vocational law directly correlates with present pervasive problems in the profession, such as burnout, under compensation, job creep, and lack of diversity. How can the devotion to positive ideals go wrong at rare rights in the face of grand missions of literacy and freedom advocating for your full lunch break feels.
And tasked with the responsibility of sustaining democracy and intellectual freedom. Taking a mental health day feels shameful. All that vocational awe is easily weaponized against the worker.”
And I would pause it that the, uh, the rest of us in the rest of the nonprofit sector suffer from that same vocational awe in the face of
insert your very important mission.
Advocating for your full lunch break, feels petty or taking a mental health day feels shameful. How has, how has that vocational awe being weaponized against yourself and the end, your staff and your organization?
Unfortunately, so much of the literature around self care, or maybe just the way it's been described in the general media has been posited in our US culture, as an individual need to integrate into your life.
Like so many things, the onus is put on the individual to create the conditions for themselves and to thrive. But what can you do at your organization to make it part of the culture, the policies, the way leaders, model behaviors they want for themselves and staff? to create guardrails for everyone, rather than relying on individual staff, people to center their self care?
Leah Reizman. another study that I thought was interesting did a study of consultants, a nonprofit consultants for her doctoral work, and found similar patterns. One of her findings was that contrary to stereotypes about consultants. Most nonprofit consultants had their client's best interests at heart and took time to customize their work, to fit the context of the clients that.
But with this consultants often, often subverted their bottom lines and engaged in what she termed “moralizing money” in which consultants often gave more than what was contracted. Allowing scope creep to happen and modifying fees to fit the needs of clients instead of prioritizing their own needs. Their identification with the causes they support made it harder to charge their full fees. And for all of the work that they did on behalf of the organizations.
This struck me as just a continuation of that similar dynamic of the individual sacrificing for them. Accepting low pay, accepting long hours accepting, difficult working conditions, but could there be a better way?
As you think about your work in 2022, I invite you to consider the possibility of putting the people in your organization First. Creating organization, organizational cultures, that center humans with humanly possible workload. Cultures that create thriving instead of burnout.
And this might start by actually deciding as an organization, not just as an individual, to do less instead of working from your mission and your vision.
First, what if you were to start with, these are the resources we have. We have this many people. We have these many staff, these many volunteers, we have this much in our budget, this much in our bank account. What can we reasonably accomplish with those resources that move our mission forward, but does not sacrifice your staff or volunteers along the way?
This may seem simple, but in many ways feels radical to say. What if we did less?
I you leave you with the intentions that leaders who gathered from my recent nonprofit leadership round table had for their 2022s, they want to model healthy behaviors, encourage a happy and healthy, well supported staff.
One person saying if I take care of them, they take care of the mission. Letting go of the small stuff, prioritizing relationship building and advocating for manageable workloads.
I hope you get some rest over the holidays and plan now how you're going to integrate rest and rejuvenation throughout the rest of the year.
Thank you for listening to this episode. I really appreciate the time you spend with me and with my guests on other episodes. I will put links to the resources that I mentioned during the show in the show notes missionimpactpodcast.com/ show notes. And I want to thank Izzy Strauss Riggs for her support and editing and production as well as April Koester of a 100 Ninjas for her production support of the podcast.
If you enjoyed this episode, please share it with a colleague or a friend. We certainly appreciate you helping us get the word. I'm wishing you a happy and healthy holiday season and a happy new year. And thanks again for listening.
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.