In episode 64 of Mission: Impact, Carol and her guest, Sarah Olivieri discuss:
Sarah Olivieri is a nonprofit leader like you who used to spend days and nights asking questions like: “how do I get my board to work with me and not against me?”, “how can I raise more money for this important mission?” and, “how can I show up and love my job as much as I love this mission?”.
Sarah has over 18 years of nonprofit leadership experience. She was the co-founder of the Open Center for Autism, the Executive Director of the Helping Children of War Foundation, and co-author of Lesson Plan a la Carte: Integrated Planning for Students with Special Needs. She holds a BA from the University of Chicago with a focus on globalization and its effect on marginalized cultures, and a master's degree in Humanistic and Multicultural Education from SUNY New Paltz. As the founder and heart behind PivotGround, Sarah helps nonprofits become financially sustainable world changers.
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Carol Hamilton: My guest today on Mission Impact is Sarah Olivieri. Mission Impact is the podcast for progressive nonprofit leaders who want to build a better world without becoming a martyr to the cause. I am Carol Hamilton, your podcast host and nonprofit strategic planning consultant. Sarah and I talk about how to set up systems and processes in your organization so that your work as leader and the work of your staff is made easier, how to have a productive team meeting, and how to assess and be realistic about your current capacity.
Welcome, welcome to the podcast. Welcome, Sarah.
Sarah Olivieri: It's a pleasure to be here, Carol. Thanks for having me.
Carol: So I'd like to start out each episode with just finding out from the person I'm talking with, what, what drew them to the work that they do and, and what would you describe as your why? What motivates you?
Sarah: Oh, man. I think for most people who work in a nonprofit or work with nonprofits, the fact that every day, no matter how bad things are in the world, when I wake up, I basically get to say, I'm already making the biggest impact I could probably make. And my work trajectory is only about doing more of the same. And that feels really good, when times are good and when times are bad. And I think a lot of people fall into nonprofit work. They have a calling. When I was young, I went to this independent private school that had just started. It was very small, not at all like a prep school, but very education focused. How can we be more human focused and skip forward till I'm out of elementary school. My mom ended up taking over the school. It wasn't her background, but it was one of those nonprofits that was about to go. It had a great mission. It had done great work with kids, but from a business perspective, it had just been run to the ground and was on the verge of closing, not paying their staff. And my mom was one of those people who said, well, I'll try. And she did, and it turned into a job and she grew this. School. And so then skip forward a number of years where I'm working at a nonprofit and it almost went under, it had a bunch of problems and I was like, well, maybe I'll try taking on that and I'll take on this other piece. And my mom was there saying, you can learn bookkeeping and you can do this. And once how to manage the finances and manage the people and manage the prom, You're sucked in really deep, pretty quickly. So that's kinda like how I get started, how I got started, and there's lots in the middle. That's the short version.
Carol: It's been interesting for me as I've talked to various people through this podcast and other places, how many folks have some experience in their childhood that leads them, especially often folks talking about that role model of a parent doing something either, engaged in the community or engaged in some way with service. Politics, whatever it might be, stepping in where there's a vacuum and making things happen and making sure that that resource didn't go away for children, so that's awesome. So I'm curious, as a former executive director of a nonprofit, what would you say was your favorite part of being an executive director? I feel like there's this big generational shift going on finally with new people coming into leadership and. I hear from a lot of younger folks that they're, they look at the job and they shy away from it because it just seems so, like undoable without like a real level of personal sacrifice. So I'm curious what was the upside? What did you appreciate about being in that role?
Sarah: Well, before I answer that, I have to say the secret from my clients who are mostly not young people, they feel the same way. When they come to me, they're like, I hate my job, but I also don't wanna quit. But we'll go into how we get everybody out of that. My own experience as an executive director was something I really enjoyed. Setting things up, scaling things up, making things run better. And even though I didn't know what I know now, I was already pretty good at. This whole thing about systems and processes and making things run better because that is the thing that ultimately makes the job not painful. And I really, really believe that being an executive director can be fun. And it probably helped that I had this example from my mother who had started out in this organization that was in complete chaos, working a lot of hours, and by this time, When I was an executive director, she was at the tail end and she would tell me, I work four days a week partly to, cuz she was older and partly to save money for the nonprofit. And she said, really, I spend a good chunk of my time playing solitaire on the computer. And that was a good thing. What it meant was she had everything running like a well-oiled machine. And now she kept an eye on everything and whenever anything did come up, she was available. She had that time built in. Right? It wasn't just she was goofing off playing solitaire. She kept, that's how she kept herself busy while she kept herself available to deal with things. And that's so important. And I had that lesson early on that you should not be filling every minute as an executive director. Of your job up with tasks and projects and because if you are, you're doing it wrong, you're doing it wrong and great systems, having a great team is how you do that. And so, because I was good at that early on, I was setting up programming, I was attracting great staff who were doing great things. I was attracting funding. Both grants and major donors and a real community quickly formed. And I'm a lover of delegation, so, spreading out the work amongst a lot of people, made everything run quite well. It wasn't perfect, but I certainly was able to enjoy my job. And that to this day, like that's what I. For all executive directors. I mean, your job, it, there's a lot of work to be done and a lot of problems to be solved, but it should feel joyful and it shouldn't feel like opening up your veins and just bleeding for your non-profit until you're dead.
Carol: Right, right. My tagline for this podcast is, working for progressive nonprofits and nonprofit leadership without being a martyr to the cause. So, for sure. And I just wanted to pick up on a couple things that you said. You talked about systems and processes and I, I don't think that's the first thing that most people think of when they think of nonprofits. They think of passion and mission and vision and all of that, but I'm a systems and process person too, so I appreciate those and. And it's not right. As you said, it's not for the I think oftentimes people get real, don't wanna set those up because they feel like they might be restrictive first. Second, they're always thinking about the exceptions. The 20% that doesn't fit into the process. And I feel like I often am talking to folks about how we can identify the 80%. Normally it happens that you can, that you can predict and is that regular or there are some things that are within your control, like how are you doing your fundraising, how are you doing your marketing, those kinds of things. That, that is, that. You can just decide what the cadence is. And then also having that margin, right, not filling up every hour so that you do have the flexibility to be able to respond when things pop up. But, how do you experience it with clients in terms of helping them or helping them think through those systems and processes?
Sarah: So, skip forward a whole bunch of years and I've worked with a lot of nonprofits in, in addition to working in nonprofits. And what I realized, I love all business, first of all. So like, as much as I love non-profits, I also love business. I love how people come together to create things that are bigger than what any one person can do. And all of the, the glue that makes that happen and all the functioning, which is systems and processes. What I have learned is there are some key ways of operating that everybody can implement. And I used to think, oh, well it has to be customized for each organization cuz everyone's different. Well, as much as everyone wants to feel like they're a special snowflake. There are a lot of things right that you don't need to reinvent and that actually can work out of the box for you. The for-profit industry has done this already numerous times. They've created methodologies and frameworks and systems for running a business that help people run better. And so I set out to make the same thing, but specifically for non-profits cuz most of the for-profit methodologies have like Making a profit built in as like this just assumed principle which is not true at a nonprofit, we may very well sacrifice profits. We can have profits, but we also might sacrifice profit for mission. So I've put all those pieces together in an easy-to-implement way. But when I hear my clients think about systems, and so one is I'm telling them, here's this easy way to do it. Like you don't have to be a master chef in order to follow a recipe, right? Right. So I like to get, say, here's the recipe, follow it. And then they do, and then it works. And then they're like, oh my God, my stuff is happier. And wow, I just took my first vacation and like I stopped working on weekends. Like, what is this magic? Let me keep following the recipe. And I think for most people, that is magic and they don't need to become a master chef. But we can also talk about. I would consider myself a master chef. I'm making recipes. We can go into what that is. But if for those of you who have that thought of like, ooh, processes, like that sounds restricting, then you have just experienced a bad process, a great process. Frees you up to do, right? We talked about the 80%, the 80/20 rule. If you've heard of it like it's like 20% of the work does 80% of gets 80% of the results. But then there's also like, what is that other 80% of the work? So if you can clear that 80%. Off and get it all running like a well-oiled machine. Get it off your plate. Now you can spend 20% of your time focused on like the really forward stuff. Usually that involves a lot of thinking and problem solving. Right. And that's what your solitaire moments are about. I'll call them. As doing, having that brain time to really think through how. Move something forward that no one has figured out before. And I love seeing people get that time back in their day and then the results that that gets is phenomenal.
Carol: Can you give me an example, one of those recipes?
Sarah: Sure. So a really simple one is how to run a team meeting. We have numerous types of meetings in the framework that I teach. Well, not that many. We actually only have three and the most basic one that typically replaces your staff meeting. I call it an issues meeting, but there are a few key things in it that are probably different from what you're doing right now that make the meeting way, way better. If I could see your audience right now, I'd say raise your hand if you have wasted time wasting meetings or you hate meetings, and probably most of you would be raising your hand, right? So one of the things we do, it's the same agenda every time, and probably one of the most important things we do is we identify the issues that are facing the team, but we don't discuss them when we identify. And everybody has to get trained in, don't just launch into talking about this issue, or we'll be stuck talking about issues all day long. Step two is we're going to then decide which is the highest priority issue. And then step three is we're going to then talk about that issue, make sure we understand it and work through it until we've identified a solution that basically we all agree will work and then we can assign somebody to go implement it. And so by being way more intent, Systematic about the priority that we work through our issue. Is a game changer because first people are like, oh, we actually produced something. We produced a solution in this meeting. That's great. But when you do it consistently, like replacing your staff meeting, initially, most organizations have this, like all these issues, like a long, long list. But a lot of those issues are usually symptoms of a higher priority issue. So often what happens is as you tackle the highest priority issues first, a lot of the issues that were on your. Just diesel resolve on their own because you hit the core underlying issue and then you don't even have to worry about tackling them. And the list gets short, short, very, very fast. Because of that, you're not just tackling issues meaningfully, but you're eliminating a lot of the issues because you got to what was really going on.
Carol: That's the common practice or habit that you described to people, like they name the issue and then we start talking about it. I'm on a volunteer team right now where we're having that exact challenge and I'm planning at our next meeting to bring it up as one of our habits that's not helping So I, I might, I might borrow that and say, well, I think we, we actually do have a list of our priorities, but, but, or a list of our issues. I don't know that we've done a good job of prioritizing them or even thinking about how we're gonna sequence this so that it makes sense to tackle one after another. So, but that habit of like, we bring it up so we have to talk about it, like, take a moment, put it on, put it in the. Folks don't call 'em parking lots anymore on the bike rack. Someone else that I talked to recently said, don't call it a parking lot or a bike rack because that's the place where those things go to die, but call it an on-ramp or the runway of the things that we'll get to as we get down the runway. So, fundamentally, I mean people spend so much time in them and so many of them are so poorly designed that it's, it's sad that folks have to be stuck in those, and, and it's some, there's some easy things that you can do to, to make them just a little bit better.
Sarah: And I would say a lot better. It's actually not learning how to do business well as a for-profit or a non-profit is not rocket science. And some small easy tweaks. If you find the right ones and then really implement them, it can make dramatic results. And I'd say the hardest thing is adjusting to that new meeting or actually it's not so hard, but it takes some time. And for those of you who are like Brene Brown followers, like all of her work comes into this learning to bring, be vulnerable enough to bring the real issues, create that culture where people feel. To bring that real issue to the table, that underlying core issue, and then also training your team and getting everybody used to interrupting each other, saying, oh, Or interrupting themselves. Like I interrupt myself all the time. Like I started talking about the issue. Excuse me. That's ok. I started talking about the issue. I'm gonna be quiet now cuz it's not time to talk about the issues, it's just time to stick them on the list. And that takes a little bit of adjusting because usually we're told not to interrupt each other. But after a few times of giving everybody permission, anybody's allowed to interrupt anybody. Who starts launching into talking about an issue when it's not time for it yet.
Carol: And I, the other thing that I like about what you were describing is that it, it get, it gets clear what we're doing at this moment. And I, I try to do that when I'm working with, with groups cuz, during a strategic planning process that I, that generally what I work on, There are points at which you're exploring, where you're opening everything up, where you're imagining, where you're visioning, and you're maybe getting like even a little bit really out there beyond what is really feasible. There's a time for that, and then there's a time a little bit later in the process to cut it down and, and put some criteria on what's gonna be more feasible. What, what do we have the capacity for? What, what's really gonna move our mission forward in a different way. But being clear about what you're doing in each meeting, in each session, in each portion really helps people have.
A more constructive conversation and feel like they, they, they knew what was expected of them so they could show up in a, in a helpful way. a hundred percent. So you, you, and I'm gonna use your words, you work to help nonprofits become financially sustainable, world, world changers. What would you say is really the key to achieving that with an organization?
Sarah: So for nonprofits specifically, there are three key areas that I think they need to be focusing on. First is capacity. Right. So that includes who's on your team, how many team members you have, how much money you have. Although money is usually a byproduct of core capacity. It's not the capacity itself and how aligned that team is, right? So the bulk of what makes up. Our organizations are people really, so right. Who are the people and how well do they work together and are they the right people on the team? And a lot of building that capacity has to do with creating great alignment. And that really means understanding who you are as an organization, how you behave, and then attracting people who want to behave in the same way. and all work together. So we can do a lot too. Capacity by making sure we have the right people aligned in the right way, and great systems and processes for keeping them gelled together as a well-oiled team. So capacity, right? And then actionable strategy, I always say actionable strategy. Which should be assumed, but there's so many people who have strategies that they aren't taking action on. And so just to quickly define some terms, to me, a strategy is a set of goals with a set of actions that you're going to take to achieve those goals. And in the method I teach called the impact method, we always have our highest level strategic goals tied right into our tasks day to day. And it goes through. In the impact method, we actually do strategic planning every two months, and then we map out a two month work plan. We check on that work plan every two weeks, and then each, each two week chunk everybody has their tasks that they're working on for those two weeks. So that's what I mean by what a really actionable strategy looks like that's like dialed in and people aren't flying off doing other things. And then the third piece, which is not true for all businesses, but is true for most non-profits. So if your non-profit has a mission to solve a problem that has never been solved before, so if you're working to end hunger or homelessness, Or solve mental health issues, any of those things. You have to be great at innovation. And to be great at innovation, you basically need some sort of built in process for improvement. You have to be able to experiment and improve and try things and, and have room to fail. That's where the capacity comes in and modify. So really having those three things, capacity, actionable strategy, and a continual process of improvement is what it takes to really have success as a non-profit.
Carol: No, those sound like definitely three key key areas that I'm often working with clients on as well. And one, one I wanna go back to cuz with, with capacity and what we were talking about before, when you can set things on a, on a process and, and make it easier, you're not having to constantly decide, you kind. For me, when I have a good process, I know it's working well because I, I'm not experiencing that decision fatigue of having to make all sorts of little choices and like you said, then have time freed up for that bigger thinking. But what I see groups do, and there's a lot of pressure to scale up is each time they, they, they do something smarter and they create a little space instead of taking that time to think or think big? Differently one not necessarily bigger, they add more, add more, add more. And so, while the, the kind of, the promise is if you work smarter, you're not gonna have to work harder, but then people add more, so they're still working harder. Mm,
Sarah: mm-hmm. So I think some of the ways that I tackle that one is in the process of improvement that I teach. It includes this concept of respite and we also, I also just talk about brain space all the time. Mm. So part of it is about this concept of how we work when we work. But in another part of that is how you define the roles in the organization. So I'll talk about respite first. So, I already said like, we work in these, we do strategic planning every two months. So it's a two month strategic cycle with many two week tactical cycles built in. If you put that into a 12 month calendar year, you will find that there are four extra weeks left over which you totally gain back in efficiency and probably many times over. And so actually built into the framework as a thing is respite. And respite are those extra four weeks. They're not really extra where. Organizations, I teach them to build this into their way of operating, and this is separate from vacation time. Respite is where you're not working on a goal, a big goal or a project you might totally shut down. You might just do minimal operations. Some organizations do all four weeks at once. Some do a week here and there. Some who really like vital, life or death services will scatter different people's respite. So like. What am I thinking? Like overlay it so that no, nothing is ever quite shut down as much, but starting to really like, use a new piece of language, right? It's not vacation. I intentionally didn't use the word rest, although it's designed to allow our brains to have that time. But I call it respite because it's not a word we use a lot in our everyday lives. So introducing that as an important concept and a thing that you're gonna schedule in is really key. And then when part of actually what I think of it as a capacity piece is how you design your team. And a lot of people call this an org chart. I take a slightly different approach because the traditional org chart is really. Who is in charge of who, and I think to run any business better, what we really need to be thinking about is what are the functions of this organization Like, what if it were a machine? What are the pieces of the machine? What outcomes do we need for each of those? Pieces of the machine to be produced and then just who's in charge of those outcomes. And to me, that's what makes me a leader in an organization. We talk about roles that are very, like brain based versus roles that are, we call, I say hands based, but it's like doing the task versus being, trying to get a result that you're not, don't necessarily have control over. And just as a side note, I find, those who are leaders, In many ways, are people who they're, they're built for being responsible for things that aren't in their control. like a parent, right? Like parents are natural leaders. Are they forced leaders? Because you're responsible for this, a kid and you're not really totally in control of the outcome. But you've agreed to be accountable for it nonetheless. Within all these functions of what makes a nonprofit run, there's a really important role of, I call it visioning and innovation. And then you start to see that, especially if it's a CEO or a founder, is often owning this role of literally visioning and innovation and they, that role requires a ton of brain. Or we can call it my mom's solitaire time, right? Like you need to be paid to be just thinking, because that's how we innovate with a lot of thinking and problem solving. And so we start to embrace this as a valued role in the organization as well as a valued activity that everyone's participating in.
Carol: So, as you were saying there are, there, there needs to be that downtime in organizations and I think culturally we're so conditioned to always add more. Yes. And so I love the idea of just taking those. Not even take more, protecting those for extra, those extra four weeks. And, and designating them for some downtime, for some respite for thinking time and, and or just, just not, not doing, doing, doing so that you can. And I, I feel like. I don't know what to do. Well, we all think all the time. If you've ever tried to meditate, you find that out real quick. But if I'm concentrating on it, it doesn't necessarily work. So doing something easy, like solitary, as you talked about, helps just like the brain relax and then you start associating different things and then, it's like, why? We get our best ideas in the shower or on a good walk or something like that. But I definitely appreciate what you're, what you're sharing with people because the tendency so much is to just pile on new things.
Sarah: And, in the way you work too. I referenced a couple times, like, we work in these two week sprints and I teach all my clients to do. That is the, one of the first things they realize. Oftentimes it's the first time they've written down all the projects they're working on at one time. And literally we use a Kanban style, meaning like we put each of our projects that are in progress in a column and the ones that are coming up next to another column, and once it's visual and I just tell them the rule is you can't work on more than three projects at once. And if you wanna go faster, you should only work on one project at once. And it's visually there in the column, you see the boxes stacking up in the column, and people start to realize, What can they actually get done in two weeks? And they start to see that the impact of overloading their plates, of adding more and more and more at once is actually slowing them way, way down. And so as they realize that and see it in a visual way as well, they start to go, oh, Less is more right? Less at a time is faster. I will complete more projects in a two month period if I'm only working on one or two at a time. And they start to realize that a lot of the things they think they're adding that are just little things are huge things like we need to rebuild our. I can say it so easily, rebuild websites, projects I used to build websites professionally. They are multiple projects in one, and your website is never done. So they start to realize, like, understanding how to pull things apart and understand the true load of what's on their plate. And that has all sorts of positive ripple effects. Like oftentimes I see, board members start to really understand why this organization needs more resources and, and leaders start to really understand, oh I do need to be fundraising a lot more because I'm totally underestimating the true load. That we're either carrying or that we're not caring, but we need to be doing, if we're gonna make a dent in solving whatever the problem of our mission is.
Carol: And I think the other thing that doesn't get calculated when you're thinking about projects and some people's work, is, is, is project focused. But other, there's always those things I have to do every day, something I have to do every month or every week. And those regular, repetitive, those things that you systematize, those become invisible in those, those planning out all the stuff that has to happen. And so, Being mindful and remembering you've gotta block space for them, just those regular things as well, is really important.
Sarah: Totally. And we track those and I have a number of ways that I teach my clients to track them, so it's not time consuming just to track them. Right. Sure. You don't wanna spend more time tracking them. No. Them. So, but it can be as simple as every two months, each team member, just like estimates, like what percentage of my work time is taken up by recurring tasks. Mm-hmm. And when they're at 80%. They don't have, I tell them once you hit 80%, you don't have time for any projects, and this is the time to hire or have the one project of streamlining so that you can get that 80% back down to like 50%, 60%, something like that.
Carol: So at the end of each episode, I like to ask an icebreaker question, and since we've been talking about processes and systems, I'll, I'll choose this one. So what do the first 30 minutes of your typical day look like?
Sarah: Oh, coffee definitely, and I journal most days. It can vary. I have a son, I'm a single mom, I have a son, so there's usually getting him. I do what I need to do to be ready to get him ready for school and then face my day. But I will share. When I was newly a single mom and launching a business in the most crazy time of my life, I had this, I called it like my super routine, and it took about 30 minutes. I did 12 minutes of meditation, usually with my son sitting in my lap watching cartoons. He was a toddler at the time. I did the seven minute workout on my phone. And I took a quick shower and there is nothing like, even though each thing was short, there is nothing like a little bit of intentional just, brain time. That's that brain time, right? I gave myself that brain time. I had probably a little more brain time in the shower too. And a little bit of body exercise and just that little bit of self-regulation, self-regulation took me through the hardest times in my life. And. With energy and strength, it was great. Awesome, awesome. And it took about 30 minutes. Awesome. Awesome. Awesome.
Carol: We can optimize those things for sure. We can, or, or just fit in a little bit and you can fit in more later if, when you have, when you have time and space, but at least doing a little bit each day is really grounding. So what's coming up from you? What are you excited about and what's emerging in your work?
Sarah: Well, I continue to offer the Thrive Program, which is where I take CEOs from non-profits who wanna be like me. I wanna learn everything that Sarah's teaching and work with her every week.
So I continue to love offering that program. I'm really excited to be coming out with a new program called Pivot this year. Access to all of the curriculum I use in the Thrive program, but aren't ready to dive in with all the support and wanna just try some stuff on their own. That'll be coming out in 2023. And also I continue to do this board retreat that I developed in a number of board training related to it. To really help boards get engaged. It comes with a new job description for the board. And the results from that have been so fantastic that I'm very excited to get it out there. And it's, it's, I'll just give you a sneak peek of some of the ways it's so different. I no longer have boards. Approving budgets, and yet they're more engaged with the finances than ever before. I have boards not participating in fundraising, and yet board members are more engaged in helping with fundraising than ever before.
And I have boards really starting to understand. Stand some of this, like how nonprofits work stuff so that they can truly be supportive and have their leadership teams back in a way that just feels great to CEOs and never ever hints on overstepping or micromanaging.
Carol: Awesome. Well thank you so much and thank you for coming on Mission Impact.
Sarah: It's my pleasure. Thank you.
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.