In episode 26 of Mission: Impact, some of the topics that Carol and her guest, Sabrina Walker Hernandez discussed include:
- How to get comfortable with fundraising
- The breakdown of the fundraising process
- Why both introverts and extroverts make good              fundraisers
Guest Information:
Sabrina Walker Hernandez is the President & CEO of Supporting World Hope. She has over 25 years of experience in nonprofit management, fundraising, and leadership. One of Sabrina’s greatest successes is that she increased operation revenue from $750,000 to $2.5 million over an 8-year period as well as being responsible for the planning and operations of a $12 million comprehensive capital campaign in the 3rd poorest county in the United States. She has also facilitated numerous workshops with hundreds of nonprofit professionals and is a master trainer for the Boys & Girls Clubs of America. Sabrina is certified in Nonprofit Management by Harvard Business School. She is an active community leader and volunteer in Edinburg, Texas where she is based.

Important Guest Links: 

• https://www.facebook.com/groups/NonprofitProfessionalsExchange/ 
• https://www.linkedin.com/in/sabrinawalkerhernandez/
• https://supportingworldhope.com/leadership/ 

Transcript:
Carol Hamilton: My guest today on Mission Impact is Sabrina Walker Hernandez. Sabrina is the President & CEO of Supporting World Hope. She has over 25 years of experience in nonprofit management, fundraising, and leadership. 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. 
Sabrina and I talk about some fundraising fundamentals. We talk about what makes fundraising so scary – especially the ask – and why the ask is actually only 5 percent of the process. The first part of the cycle is identifying and qualifying potential donors, and then the most important part is cultivation or building relationships. And then ultimately it comes to the ask. And then thanking the donor – the way they want to be thanked! But a lot of the work is the fun work of getting to know people and getting to know whether they would be excited about your mission. We talk about why both extroverts and introverts can make great fundraisers as well as why it is so important to remember that you are not asking for the money for yourself – it is for the mission you are working towards and the people your organization works with. 
Welcome Sabrina. It's great to have you on the podcast. 
Sabrina Walker Hernandez: Thank you for having me here. I'm excited about our conversation.
Carol: So to get us started what drew you to the work you do? What, what motivates you and what would you describe as your why? 
Sabrina: Well, I, as I thought about that question it really amazes me that it goes back to childhood. My mom was a missionary in the church and we grew up really doing service projects in the community through the church. And now, in retrospect, I realized that it really had an impact on my life. When I was drying up, I thought I wanted to be an attorney. And so I went to college, did pre law But then I'm going to intern with a non-profit and I realized that being an attorney did not give me any joy. I did an internship with this nonprofit called advocacy resource center for housing. And I had to mediate between landlords and tenants who were being evicted. And I got to work with a lot of attorneys and the way attorneys work is there is no. Right way or wrong way. There is only the law. And I discovered that in that process, and I realized I didn't want to be an attorney, but really what spoke to my heart? What reminded me of my childhood, what reminded me of what my mom taught me was working on the non-profit side. So since that day I have been hooked on this journey. 
Carol: And we're certainly grateful for all the work that lawyers do, especially in policy and helping laws get revised, et cetera. But I love the, your, your point about it. Didn't bring me joy, like, okay. How do you “Marie Kondo” your career and the fact that you did it from the very beginning from your very first. Job and an internship that really was a pivotal moment for you. I'd love that. Yes. 
Sabrina: Save me a lot of time and a lot of money. Let me just say right.
Carol: I mean, to have done it before, you're going to law school yeah. Too many people wake up 10 years later and go wait a second. What am I doing? 
Sabrina: Exactly. So I'm very, very appreciative of the process. 
Carol: Yes. Yes, definitely. So you focus on helping non-profits be more successful in their fundraising efforts and a lot of folks when they're new to the sector, whether they're staff or a staff leader or board member, and probably myself too - I'm not a fundraising person - are afraid of fundraising. They don't want to ask people for money. It feels awkward. What helps make it feel less scary for folks? 
Sabrina: Well, I think helping people understand that the fundraising process is more than making the ask. The ask is only about 5% of the fundraising process. And so I tell people don't let that 5%, Deter you from, from the whole thing. So 20% of fundraising is really identifying and qualifying who the donors are, do these donors, does my mission resonate with them? Are they passionate about kids - if I happen to service kids. Are they passionate about animals or the homeless or. Whatever it is your non-profit does. And then saying, okay, if they're passionate about my cause now, do they have the ability to financially support my calls? And then once you identify it, that's like 20% of the fundraising process. So now you have your list of the names of people who, having an affinity to origin of mission and have the ability to give towards your mission the next 60%. 
And that's the highest percentage of the pie, 60% is cultivation and cultivation is building relationships. And personally, I like that. People and I like building relationships. So building relationships means taking them out to lunch. It means picking up the phone and checking on them. It means inviting them to an event, and making sure that you connect with them at that event. It's inviting them in to volunteer for a specific program or having them come in on a tour of your nonprofit. That's the part that I really like and stuff. I really appreciate that as 60% of the fundraising process. Because if you are a social butterfly, you really like that part. Even if you're not a social butterfly, my introverts also Excel at that part because they actually listen. They can build those relationships and they remember those details. And then 5% is the ask and that's. Oh, it is. And then most of the time, especially with board members, I always say a lot of board members are not going to feel comfortable with the ask, even that 5%. So I always say board members come along with me on the visit for the ask. But what I want you to do is be there to land credibility, because you are a volunteer and. They know that you are volunteering your time. Whereas I'm a staff person. I get paid to do this job. I get paid to perform this mission. So I will make the ask, even if it still makes me nervous, even if that 5% still makes me nervous and it does 20 something years later I will do that part. And uttering that phrase. Will you consider a gift of $10,000 to our ABC nonprofit? Once you say that. You be silent. Right. And I always say the first person who speaks, loses so just be silent. And then beyond that, 15% is thanking, thanking the donor, making sure they understand the impact that their money provided, making sure they understand how that program affected individuals in your clientele roster? So that's the whole fundraising process and I think people still get a little caught up on that 5%. Like I said, I still get nervous, but one of the mantras that I would tell myself before I went into any fundraising ask, It was always, this is not for me. This is not for Sabrina. This is for the kids that I serve because I worked in a youth serving organization. This is for the kids that I serve. They deserve to have the best. They deserve to have opportunities. They deserve to have hope. And you're going in here on their behalf because they cannot. Speak for themselves. So I remove myself from the conversation because all of that nervousness and fear is really about self and you're not there for yourself. You're there for your client. And for those that, you're the reason why you are in this mission. The reason why, if you're a founder, why you started this. So that's one of the mantras that I tell myself as I go into the room. That's a great reminder. Cause it, all, yeah, all that nervousness and how will, how will it come across and what will they, is all caught up in, what will they think of me? And, and so, yeah. So removing yourself out of the equation, reminding yourself, going back to the original question of why do you do this work? Why, what motivates you? Why did you choose to work in this particular organization? All of those things to reconnect you with the mission.
Carol: That is what the person's contributing to anyway, right? Yeah, they may be handing it to you. It may be in the, in the, in the before times, but they're, they're really about supporting that organization and the work it's doing. So you talked about different percentages and the first one being identifying and qualifying possible donors. For someone who's getting started in this. Maybe they've had some, most organizations will be doing something around fundraising, but maybe they haven't really been strategic about it or been really super intentional. Where would you S what, where would you say you should start in terms of thinking about who might be those folks that ultimately would end up on that list to start being qualified as donors. 
Sabrina: So one of the exercises that I like to do is I like to do this thing called a list generator. They have the circle of influence and the circle or the sphere of influence. And the sphere of influence is where you draw a little circle and it's you, and then you put spokes off and you identify like. People that, that one for me, doesn't give me enough details. I happen to serve on a board of directors and it is really funny because of my experience in nonprofit. And that's one of the things that I did was like, okay, so we need to we, we, we have this event coming up and we need to get some sponsors. So can you write down different people? And my mind went totally. Blank. And I thought this is how board members feel. Got it. Got it. So it's always nice to have a tool called a list generator. And this list generator is a tool that I use in his front and his back. And basically it says name two people that you are in a service club with name to people that you attend church with name two people that are in law enforcement. Name two people that are elected officials and the list goes on and on and on. And so about the time you finished with that list, you have about 25 names, right? And so then from that 25 names, you can narrow it down and say, okay, of these people who have an affinity towards this mission, who do I think our mission resonates with. So that's one of the ways that you can do it. And then another way that I like to do it once you have those names, I still read the newspaper and I still look at magazines and things like that. And a lot of times non-profits will do the, thank you, post an event and I still scour those and I still look at them and see, okay, who sponsored this event, who, who who's involved in this, because that also helps me generate names and not only generate names, it helps with the affinity part because now not only do I have their name and it might be a name that's on my list. But I also know that they have the ability to give and they, and they have given in the past. So I use those two methods and I encourage boards to use those methods because even if you only have three board members, if it's three board members and you each walk away with 25 names, that's 75 people that you have to vet and go through. And so that's a good pool of people. And if you're lucky to have a CRM system, then I say, go to your CRM system and see who your last donors were, who were your most loyal donors, who's giving the longest and start from that process. 
Carol: CRM being customer relations, management, and database thing. One thing that I loved about how you described that process is how you made it so concrete instead of just a blank sheet of paper, and think of the people you gave us all sorts of different categories. And even if someone didn't have two people to put in one specific category that would probably get them to think. Let's say, I don't know anyone in law enforcement, but I think who else works with law enforcement, but I know, this person who is the head of the hospital or whatever it might be in the community, it really, by being concrete, you help people spark the ideas and, and. shift out of that.
Sabrina: I had a blank piece of paper and what am I supposed to do with it? And then what is funny because this, that was my first thought as a board member, I couldn't believe it. And then you also have those that think, well, I don't, you tell them to give names and you talk about fundraising or sponsorships. And one of the first thoughts is also, well, I don't know anybody that's rich, or I don't know, I don't know anyone or, but when you give them that piece of paper with some ideas on it, it starts to generate another conversation and you start to put people on there that you hadn't even thought of. So it's good to give board members and staff members only about staff members. If you have staff members you can go through that process with them as well. 
Carol: And you said the next, the next really, and the biggest chunk of the whole process is the cultivation process. And when people hear relationship building and they hear cultivation, they think, oh, but it's all about fundraising. They may still feel a little anxious about it. Well, is this really just transactional? And am I just trying to get something out of someone? So how do you help people really be authentic and how they're building relationships with folks? 
Sabrina: It's funny that you asked that question because I had someone to ask that question as well, and I told them, look, you're a nonprofit. They already know you're coming. Yeah, there is no way around it. Just accept that they know that you're a non-profit and that's not a bad thing. I said people should have one or two reactions when they see you. If you're working with a nonprofit, they should like, oh my God, here, she comes. She's going to ask me for something or, oh my God, here she comes. Let me think about what I can give her. Those are these reactions because they should have. It's not a bad thing again, because you're not asking. Meaning for yourself, they are truly identifying you with the mission of the organization in the night. Oh my God, here she comes. What is she gonna ask me for, for herself? It's like, what is she going to ask me for, for her organization? And so it really is As a nonprofit, they genuinely know that you are in the fundraising business. They know that you are developing a relationship with them in order to not as a genuine relationship, but it's also in order to support the work that you do. And I've had some very great relationships that have developed through that process. In 2018, I got diagnosed with cancer and I had been working with my organization for about 20 years and all of my donors came together. These people that I had built relationships with over time and they all pulled together and they sent me a $20,000 check and I did not ask for that. And that was for Sabrina to help with her medical bills. And that was because of their relationships that I had built with them. But when I go out and I take donors, potential donors out and get to know them, it's not necessarily always talking about the organization. It really is learning about their family, learning what they're passionate about, learning about their career. But not what college date they went to, trying to find some of those common grounds? I just enjoy learning about people. And I think that if you go to the table with that in mind, I want to learn about you as a person, then that will also come across. it's not, I want to learn about you as a person, just so you can support me. 
My nonprofit, most of the time, what I do is, and I guess maybe this is some tricks, not tricks, but this is, this is some things that I've done that have helped bridge that. So if I invite you out for lunch, I'm going to pay, I don't care if you're worth millions of dollars. That doesn't matter to me. I am going to pay because I extended the invitation to you. The other one is If I, if I am listening and I realize, oh, this person collects horses or this person collects shoes or whatever it is, if I'm out of town or if I see something that I think you might like, I will buy that for you and I will make sure that you get it right. So it's those little things like that. And also another thing that I do is I always go to the table to see how I can be of service first. That is a G that is a true key to it. How can I be a service to this person first? And lots of times that really smooth the process because when I'm at a mixer or I go to lunch with somebody, I'm, I'm constantly listening to what it is that they're doing and what they're passionate about. And I see how I can be a service to them. 
Carol: I love that point about listening and really keying into, what's important to them looking at thinking about it from their point of view, what are, what are other interests that they have that, that you can, and then to remember those right, and, and to take the time, be thoughtful enough to. As you said, if you're, if you see something or send them something related to that, so that they know that you, that you care and you took the time to, to pay attention to them as an, as a unique individual. 
Sabrina: Yes. Yes. Even if they don't give, you can spend a lot of time and cultivation and ultimately they might not be in alignment for them. That's okay. You do not sever the relationship. You continue with the relationship because there, your relationship is with that person, not with their ATM card. No, that's very important to remember
Carol: For sure. One thing that's interesting from your background is that I think a lot of people think, well, fundraising is easy in New York or Silicon valley where there's these massive cons for DC, I'm in the DC area. Were these, just these massive concentrations of wealth. But you spearheaded a really large comprehensive capital campaign in one of the poorest counties in the U S so I'm curious how you were able to be successful in that situation.
Sabrina: Well, I God, That's what I say, but no, it was, it really was having the right people on the, on the bus and having the right team behind you. So, it was really interesting with that $12 million capital campaign. I had a board of about 17. Board members. But my capital campaign was really five people. And four of them were not board members. I had one board member that was on that capital campaign committee. But the other four people were really just the good team identifying those in the community that were already very, very philanthropic. Right. So having those people and cultivating those people. It took about a couple years to cultivate those people and, and make them aware of who we were and make them aware of our services. 
And so we started out, inviting them in, on a tour going in and with a board member and, and making introductions and talking to them, joining some of the same social clubs that they joined, a lot of them. Two of them, half of them, were Rotarians. So joining the rotary club and getting really active there so that they could see the work ethics so they can learn who you are as well. So it took about two years to cultivate that team of people that I really wanted to have as the capital campaign committee. And so that, that was really how we, how it was done. It was thinking very strategically. And saying, okay, who do I want? As my capital campaign team, and I had to look and see who, when you think of especially in a small community, when you think of philanthropy in that community, What name keeps rising up over and over and over again. Now having said that, that everybody is after those same people, right? So now how do you set yourself apart from everybody else? And, and that was one of the strategies, cultivate them, invite them in, but also be in the same circle that they're in. Again, if they're heavily involved in rotary, you get involved in rotary. If they're heavily involved in the chamber, you'll get involved in the chamber. It's almost like social stalking. But it is so that they get to know you on a whole nother level. 
Carol: Right. Because they're looking for your competence. Do they have confidence in you that you can talk about a wonderful mission and it sounds great, but do they, do they trust that you'll be able to make that vision happen? I do a lot of strategic planning and of course organizations are oftentimes through a process coming up with a big vision that then they're like, oops, how are we going to, how are we going to fund this? So What, what do you say in terms of getting started in terms, just in terms of building a fundraising strategy, you talked about the different phases, but I'm wondering about what some of the first steps for coming up with a good plan are?
Sabrina: So I think one of the first steps of coming up with a good plan is it's always amazing to me. How many nonprofits, especially the newer nonprofits now just winging it as far as the budget is concerned. And so I'm like, look guys, It's a guesstimation, especially in your first year, right? It is how much revenue do you anticipate bringing in and breaking that down as in. Okay, so I'm going to do a peer to peer campaign and it's going to bring in this much, I'm going to do an event and it's going to bring in this much. I'm going to budget this much for grants. Okay. Okay. And then have your expenses. The expenses are generally a little bit more concrete than that than your revenues, right? So what your expenses are, and then you're going to work your butt off to hit those revenues. And if you don't hit those revenues, then you have to adjust your expenses. Something has to go. So having an operating budget in place would be one of the first strategies that I say that you need to have. And then beyond that, I think that Nonprofits need to be innovative in their pursuit of different revenues. And when I say innovative I hate that nonprofits get on that specially vent wheel. I want them to get off that wheel so bad of jumping from one event to the next event. To the next event, because that's really not getting you anywhere, especially about a time you factor in hours, board, our staff hours, all of these things. So I always tell them to have maybe two signature events figure out what your signature events are. And the first year, of course, you're not gonna. Raise a huge amount. 
But as you, as you move forward, you will improve the event and you will continue around the innovation specifically, though. I think that people need to look at social enterprise. They need to be looked at, depending on what state you’re in, and of course I'm in the great state of Texas and we're a little bit more loosey goosey down. Yeah. Y'all seen our rules, they got that tight on. So we can do a lot more things than others. look at bingo revenue. Look at, like I said, a social enterprise looking at how you can do some type of business partnership as well. As far as sharing the credit. And that's when businesses can designate a part of their credit card processing fees to a nonprofit. So look and be innovative, explore some of those innovative things that you can do that will help you towards your revenue. So don't get stuck in the traditional and the mundane because that traditional, most of the time, people. We'll go to the special event and Vince can be very straining on time and on budget.
Carol: Yeah. And, and off too often, I think Organizations, if they really factor in all the work that goes into producing that event they may have had a nice number on their gross revenue raised, but the net doesn't look as pretty, 
Sabrina: It does not look as pretty, especially by the time you factor in all those hours. Yeah. So yeah. I would do no more than two signature events, if I can get anything out there, no more than two signature events, that's it. 
Carol: So in the last year, obviously a lot of fundraisers have really relied on those face to face events. And of course, couldn't, couldn't do those. What kinds of innovations have you seen over the past year as people have had to pivot. 
Sabrina: Well, I've seen I attended a lot of virtual events. Of course I attended them just kind of, I guess I'm a stalker. I stopped a lot of virtual events. And I saw people do some really creative things. I think some type of hybrid events are here to stay. I hope they're here to stay because they're less, the cost is less to put on a virtual event and you can still even engage. If a celebrity, if that's who you want to engage, you can engage them. At a much lower cost because it is virtual and there's no flight involved. There's no hotel involved. It might be a discount, a speaking fee because it is virtual. I saw one local nonprofit that raised money for scholarships. They actually bought in a comedian from Saturday night, live home. Yes. And I thought that that was. Great. Cause it's kinda right there, you live where you get to laugh, you get to the end. And not only that, they also partnered with the local restaurant so that everybody received the delivery of some wine and like let's just say wine and a meal. So everybody was enjoying their wine and meal at home while they got to listen to this comedian. And I thought that that was good. I liked the concerts as well. So things like that. I think that hybrid is, like I said, I think that some form of hybrid is here to stay. As long as the donors will support it. I tend to appreciate not having to get up off my couch and go somewhere. That's just me though. So we'll see how it goes. But I will say at the same time, just this past week I went to two different events. Because even though I enjoy the virtual world, there is something about getting out, people are ready to get out. But I think that the pendulum has swung and it will come back to where you can do some hybrid things that people are very used to now.
Carol: Yeah. Even before I'm thinking of this, it wasn't a fundraising event, but it was a conference where I was on staff with the organization and it was a big conference and they had a fair, a good budget for, for really. Premiere speakers and, one year the person that they had lined up something happened either with their travel or something with their family. They weren't able to show up. They got them on the equivalent of zoom at that time. That was several years ago, and had them up on the big screen. And honestly, because it was such a big event for most people, they were looking at the JumboTron, you, even if the person was in the front of the room, if they had been in front of the room.
Sabrina:  So, they probably had a better seat. 
Carol: They probably had a better view? And it had a different feel. Yeah. It was very interesting to see. So yeah, it gives you, it gives you access. So even if all of your local people, you want to have come and gather and be able to socialize face to face, if you think about that, you can. You could. potentially pull in someone with a little higher profile that you wouldn't be able to afford normally. 
Sabrina: Exactly. Yes. And they wouldn't say yes. And then on top of that, you will also put a pool in some additional donors. Like I said, I attended a lot of virtual events and none of them were necessarily in my backyard. They were on the east coast or west coast or somewhere in between. And I would not have had that opportunity to do that, had it not been virtual. So I think it's a good thing. I hope it is here to stay. Like I said, I hope it's here to stay only because of the cost factor for nonprofits and saving on the staff hours and, and all those things that go into those events I think would be a good thing for nonprofits. And I think, I had a donor that used to tell me, don't buy me that plat, that just put the money towards the mission. I hope that at some point we will. donors will say, what, y'all need to hold that in-person event. Let's do this hybrid to save some money for the mission. it might become a standard like that. So we'll just have to wait and see, the world is constantly changing. So we just go with, go with the flow. 
Carol: Yeah. And I mean, having produced a lot of virtual events, not necessarily fundraising events, I wouldn't want. Organizations to, to think, I think from an hours point of view, it's pretty equal in terms of the planning and all of that, that has to go into it. But the direct cost is substantially different. Cause you're so right. You may cater from a restaurant, have people deliver some food, but. you're not paying for hotel space in a ballroom and all of that. So yeah. 
Sabrina: Yeah, so that directs their direct cost which is a lot less, the centerpiece is the linen, the napkins, the plates,
 Carol: You don't have to worry about it. 
Sabrina: And then the cleanup afterwards, God forbid, you don't have to deal with any of that. 
Carol: At the end of each episode, I play a game where I ask folks one icebreaker question. I've got one for you here. Okay. If you could be famous, what would you want to be famous for? 
Sabrina: if I could be famous what would I want to be? If I could be famous, I would want to be famous for curing cancer because I've had that journey. And I know a lot of people who are having that journey and it's not something I wish on my worst enemy. So it would, it just seems like it seems like more and more people are having that experience. And I think that that would really truly impact the world in a positive way.
Carol: It sure would, no doubt. No doubt about it. What are you excited about? What's coming up for you in your work? What's emerging? 
Sabrina: What's coming up for me and my work is, I am in October holding a summit and I will be launching that pretty soon, but what I really want people to, to, to leave with people is to join my Facebook group is called nonprofit professionals exchange. And I live there every Thursday. And I do like 30 minutes to an hour coaching, free coaching based on the questions that they post in the group. So again, and I share in that group, I share a lot of free content. And every day at two o'clock in my group, a free tool pops up every day. No doubt about it. There is a free tool out there. I remember being a CEO of an organization and not having time to research because you're wearing so many hats. So that's one of the reasons why I started this group. I'm going to do the research for you. Here you go, come to one central location, find that, that information. So you don't have to go down. I call it the Google rabbit hole. You don't have to go down the Google rabbit hole. 
Carol: We'll put a link in the show notes to that group so people can find it. And that's, and as you talked about, I mean, you talked about from the beginning what got you into this work was an ethic of service and approaching fundraising from that point of view, and then sounds like how you're approaching this work as well. So I really appreciate it. Thank you. All right. Well, thanks a lot. It's been great talking to you. Thank you.
I appreciated how Sabrina reflected on her experience as a board member and how that experience made her a better fundraising consultant. When she was asked to ‘think of 20 people’ to reach out to – she went blank. So now instead when she is working with a board, she has very specific prompts that help spark people’s thinking. I also appreciated her point – that when you are with a nonprofit and you are getting in touch with people in the community – they know….they know you have to fundraise and if they are working on connecting with you and building a relationship that part of it will be about how you might be able to support the work of the organization. They know you are coming! So with that in mind, it is easier to put that concern aside. 
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 Sabrina Walker Hernandez as well as any links and resources mentioned during the show in the show notes at missionimpactpodcast.com/shownotes. I want to thank Nora Strauss-Riggs for her support in editing and production as well as April Koester of 100 Ninjas for her production support.  If you enjoyed the episode, please share it with a colleague or friend. We appreciate you helping us get the word out. Until next time!

​Episode 10: This week we’re talking to Heather Yandow.  
 
We talked about: 
• What gets in the way of nonprofits hiring consultants successfully.
• Why an RFP process is often not the best approach to having a great experience with a consultant.
• The trends we are observing in this time of disruption.

Scenario Planning: An article describing the process from MIT Sloan management school

Heather Yandow brings more than 20 years of experience as an outreach coordinator, coalition leader, project manager, and fundraiser to Third Space Studio. She helps organizations with strategic planning, board development, change management, leadership development, and going from good to great. She has also served on the Board of Directors of Democracy NC, ncyt: NC’s Network of Young Nonprofit Professionals, and the Beehive Collective (a giving circle). She is also the founder of Nonprofit.ist, an online platform for nonprofits to find the consulting expertise they need.
 
Links: 
www.nonprofit.ist/
www.linkedin.com/in/heatheryandow/
www.thirdspacestudio.com/

Sponsored by Grace Social Sector Consulting. http://www.gracesocialsector.com/ 
Learn about the Effective Online Facilitation, 4 week group coaching program.  
http://www.gracesocialsector.com/effective-online-facilitation.html ​

Interview Transcript

Carol: Welcome Heather. Welcome to the podcast. 
Heather: Thanks so much for having me. I'm thrilled to be here. 
Carol: So just to give people some context. Can you tell me a little bit about what drew you to this work and describe your journey? 
Heather: Yeah, so I started this work when I, when I kind of dig back into what really prompted it, I think about my parents always engaged in the community and that's just what I knew to do. So when I went to college I was really engaged in lots of different social activism there. I was part of the environmental group on campus. I helped to start a feminist group on campus and really loved that and thought I was going to be a math teacher.
I studied mathematics and thought that was my path. And then really started thinking about what if I could do all of this fun activism stuff as a career, and got really lucky and found that the statewide environment, because C group was hiring what they called it at the time an outreach coordinator, which was basically doing a lot of the same stuff I had kind of trained myself to do while I was in school.
And I did that work for a couple of years. And then they offered me to be the director of development and communications. So I got to move into that position and got a lot of great training and support and learned really how to do the fundraising. After seven years of doing fundraising, I still do it in my volunteer work, but decided I didn't want to do it full time.
And that's when I transitioned into being a consultant. And so I've done that work for about 10 years now. And I do strategic planning, leadership development, meeting design and facilitation work.  
Carol: So funny that you said your original idea was to be a math teacher. Cause my first notion was that I was going to be a history professor and then did my senior thesis in college and discovered as I was in the archives of the library, reading these, I did a thesis on women, kind of the parenting things that were told to women in Germany, in the late 1800’s. And so reading these old magazines and discovered that I had a wicked allergy to mold. And so spending my life in archives was not going to be my future. So then I had to figure out what's next. 
Heather: I love that. Yeah. It's one of my favorite questions. When I meet people who were in their thirties, forties, fifties, sixties, what did you major in? Because most of the time, people are not doing the work that they studied to do, particularly folks like us who were in nonprofits or as consultants. 
Carol: I did discover anthropology in the last year and I feel like what I do now is essentially applied anthropology. All the, you know, Interviews that we do with people and the discovery and kind of seeing how groups work and seeing how culture shows up in organizations. So that's the connection that I have.
Heather: Absolutely. Absolutely. 
Carol: So one of the things that you have started recently is an online platform to help nonprofits find consultants. And I feel like nonprofits often struggle when they think about hiring consultants. What do you think gets in the way?
Heather: I think a couple of things get in the way.
One is just not knowing where to find people. So I actually started nonprofits just in part, because I get a lot of requests from past clients and friends asking who do you know that does X, Y, and Z. Who do you know that has a background in mergers that also knows a lot about land trusts. Well, that's a very specific subset of people.
Yeah. So if you're a nonprofit leader, you may have a few connections, but you might not have a broad enough network. So you can find the right person who can really help you. Of course cost is often a barrier for organizations. And sometimes organizations that are new to hiring consultants are a little bit surprised by what our fees are that we are a lot of times covering all of our costs and those fees.
So you're paying not just what you might pay somebody for a salary, but you're also paying for our benefits and our office space. And all of those overhead costs are included. And then the third piece is that I think organizations often aren't really clear about what they need and why before they get into a first conversation with a consultant.
And sometimes I’m wondering whether I find that in those first conversations if the group feels like they've already decided what the solution is going to be. 
Carol: They think that they know exactly what the challenge is and they think they know what they want. That also can be a challenge and, and having those first conversations gives you an opportunity to essentially kind of find the answer together, if you will.
Heather: Yes. Yes. I find that too. If I am sent a request for proposal and there is an 18 month timeline already sketched out with all of the different pieces that they want to include and they've really already mapped it all out. In some ways you're voiding my expertise.
I come to this as somebody who understands how to design processes, how to lead groups through difficult decision making, how to set up action plans. So I like you really to partner on that and to co-design. And part of that is really asking questions to get underneath. What, what is the real issue here?
So sometimes what we find with organizations, what I find is that. They ask for what they know they can pay for. Right. So we know that right. You can hire somebody to do a one day board retreat. And when you actually, when I get into conversation with somebody about that work, what I discover is they're having significant problems around accountability.
Or they've got some folks on their board who they just need to say goodbye to, or they've got some other really big culture problems and they aren't necessarily dealing with those head-on. They want to bring in an outsider, which is me to talk to them about what their roles and responsibilities are.
Maybe I do a little bit of assessment and to hope that that magically solves the problem. So, I see that with strategic planning. I see that with fundraising planning, all of that, these things that people know they can search for and find people. And so I  often want to ask, want people to ask and consider before they come with those kinds of requests.
What's the real challenge you're trying to solve? What's the question behind this fundraising that, that clarity that you're talking about, but even if they don't have it going through the process of you know. We would be asking questions there and that helps a thinking process and helps kind of uncover what else is going on.
Carol: And I think even with those simple requests, can you just come facilitate our board retreat? I think there's often a lot of misunderstanding of, you know, just kind of thinking they're hiring a person to just show up on the day and make some magic happen. And of course, in order for that day to be a productive one, you know, you have to spend some time with the group talking to people, doing some upfront discovery so that you are designing a retreat that meets their needs, not just a generic retreat that's not helpful and not a good use of people's time.
Heather: Yeah. I have a great relation with an organization I've worked with over a number of years, four or five years ago. I did a board fundraising training. It was really well received. Folks had a great time. We did a little bit of role play about how to do a major donor ask, right everything. When I left that day, I thought that was a great retreat.
Well, they called back three years later and asked me to come do another training for their board around fundraising. And as we got into the questions I realized but they were still having the same issue as they were before I did the training. And so, because I had a good relationship, I finally had to say, I don't think the problem is that your board doesn't know how to do that.
I don't think they want to do this. And that's a different kind of challenge and a training doesn't always solve that challenge. It's like a board retreat doesn't always solve a challenge or a strategic plan isn't going to suddenly make your founding executive director share power. It can help. Certainly they can be designed in ways that help, but sometimes it's really scratching and getting into the what's the real issue here? What's going on. 
Carol: Although I do think some of those processes help open the door and give us a safe kind of a safe place to start. So I was working with a group recently that, that did have that founder challenge and, and we were working on a strategic plan and ended up with one and I think, you know, going to give them a good one framework to move some things forward.
But the biggest thing that I think it did was create a space where an outsider could compile all the information, talk to everyone back what they said to, to me around these are the things that aren't working. These are the things that are getting in our way and help them have a tough time conversation about what are the roles?
What roles do we need to have on staff? What roles do we need to have with the board? Not to say that it's actually, as you said necessarily going to solve that problem, but I think it at least opened the door to where, before that all those conversations were probably happening, you know, pre COVID in the parking lot after a meeting or, you know, when somebody bumps into each other, you know, downtown or whatnot.
So it at least gets, yeah, it gets it started up what needs to be probably a much more drawn out intentional process that it's not, you're going to do a strategic plan and it's going to have solved all of these other challenges. 
Carol: Absolutely. So with that instance where you did the training and you know, and, and that's often what folks will often ask for that, thinking that well, if we just get people to learn how to do the thing, they'll be willing to do it. And especially around fundraising that, I mean, I'm not a fundraising expert, but I certainly see that that can be very intimidating to folks. So when it was actually about not wanting to do it, what were some of the things that you did with the group to help address that challenge?
Heather: Well, then you've got to dig a little bit more into what's behind that. Not wanting to do it. And so some of that can be sussed out through some interviews. Some of that is, is some group discussion. One of the best discussion tools for that is actually something Kim Klein is a great fundraising guru, I saw her do, which is a comparison of how we feel when we give money and all of the positive emotions. Right? So when you're able to make a donation to a cause you really care about how does that make you feel? Lists all these great emotions. And then when you ask someone ready to make a donation to a cause that they really care about, how does that make you feel?
And oftentimes those are some that have really negative emotions. We have some, we have some shame, we have some anxiety we might have. It's around that. And so then comparing those two and really talking about why those are different and, and where that difference comes from. And, and there's a lot of anthropology, there's a lot of cultural feelings about money and who has it and who can talk about it and how they talk about it.
And so really getting folks to, to grapple with that and think about how their own formation around money happened. I think the last piece is making the why really clear. So sure. Board members understand why it's critical for them to do this work. Sometimes I see where organizations are kind of a victim of their own success.
So if you've got a super competent executive director and a great development director, and the board says, you know, next year, we're going to raise $5,000 and there's some support around that. And the board just doesn't do it. They only raised $3000, nothing happens and there's no accountability and the organization doesn't shut down.
Well, then the board really has not much impetus to do that really uncomfortable thing and actually raise the $5,000. So sometimes there's just getting really clear about this, and there's a number of ways to, to build a little bit more heat into the system, to get folks to move into that place that they think is going to be uncomfortable. And a lot of times folks understand once they get there, it's not. 
Carol: So with the consulting, hiring practice, what would you say are some mistakes that you think organizations make when they, when they're first doing this? Or you know, even if they've done it before, what gets them, what mistakes do you think are the key ones?
Heather: So one of the key ones we've already talked about is really kind of prescribing the answer before you really understand the question. So you already figured out the process, but you don't really know the true why behind it. The stake that I see is not having all of the people in your organization bought in to both your definition or construction of what you want to address.
And that there's a need for outside help. So if you think there's a problem with accountability on your board and folks really getting things done, your board chair needs to agree that that is true. And most of your board, hopefully, but at least your board chair and your board chair needs to, we need outside help.
Because the last thing that I, as a consultant, want to do is walk into a board meeting where I am not wanted and they don't think they need me. That is not setting anyone up for success. So making sure that all the players involved in that could be staff, board, community members, that we all have a clear and shared understanding of the challenge and the need for help.
And then the third thing I would say is that not allocating enough staff resources. And I guess organizational resources in terms of time and attention. So sometimes there's a belief that if we hire a consultant, they're gonna magically go off into their office and create the most beautiful plan that ever was created and come back and present it to us and we're going to approve it and everything's going to be different.
And in reality, all the projects I do require significant involvement by members of the worker. Patient, whether that is one-on-one yeah. Time with an executive director, time at a board meeting, background information from staff. There's always a need to get their attention and their time and to really have them be part of the process.
So if an organization is at the same time, as we're doing a project, going through a capital campaign, hiring a bunch of people. If they work on elections and it's an election year or a census year, they just don't have the bandwidth. And so really thinking about how to stage those projects so that they can give it their full attention.
Carol: Right. Cause the project and the plan and it all needs to be the organizations and I, I go to the point of actually saying no, I'm not going to write your plan for you because if I do that, it's my plan. You know, even if you've been involved in all the conversations and in the meetings and it actually reflects all of your input.
Just that act of actually doing the draft yourself makes it yours and you have more commitment to it. And, and clearly involving people. Throughout the process ideally builds that buy in, but yeah, it really is about it being the organization's plan and you're helping them walk through a solid process to get some good outcomes, but it's gotta be, yeah, it's not about, can you go cook us up a strategic plan and come back. That's right. Deliver it. 
Heather: Do you have any that you'd add to that list?
Carol: I have one and then it went, it's gone. It's flown out of my brain. 
Heather:  It'll come back. 
Carol: It'll come back. Yeah, I think the whole RFP process can also be really problematic because I understand the need to kind of get a couple of different people responding, but even there you, you can still have had conversations with multiple consultants, ask them to put together a proposal based on the conversations without having to go through the strict process of an RFP which I usually think ends up with a different, with a better outcome.
Heather: Absolutely. I am anti RFP all the way. I think there's real value in an organization. Getting clarity on, as we already talked about what they need, how much money they might have when they want to do the work. But the process, particularly the very structured. So we put it out on X date. You have until a week later to send us your questions, we will compile them and answer them.
We will not be getting, having any conversations in advance of you submitting this proposal. Then we might do an interview or we might just pick you based on the proposal that tends to, to not produce the best results, what you get. There are the people who write the best proposals. It's like applying to college or applying to a job, but only ever looking at the resume.
And it doesn't actually tell you what you want to know. And so much of the work that we do as consultants is really about. Does our ethos match our culture, does our vibe match, you know, so you talk about, and I believe this too, that it's the, it is the organization's work to do, and we are there to create the container for them to do it well.
Well, that's a real ethos. And if you, as an organization's leader, don't have that too, then that's something we need to assess out early on in the process. So having those conversations and I agree, you know, you can have conversations with five people. It's probably gonna take you less time than developing an RFP, reviewing all the proposals, doing interviews, just pick five people and have conversations and see what happens.
Carol: Yeah. And how would you say, how would you advise Executive directors or board chairs as they're kind of going into this process of the kinds of things that they would want to ask consultants or the kinds of things that they need to be looking for as they, you know, not just the proposal, but getting into those conversations and, and maybe even if they do the more formal interview process, what are the kinds of things that you would say are important to pay attention to? 
Heather: So I think if you, if you've worked with a consultant before, I think back to what worked well for you in that relationship and what you might have wanted to see differently. So if you're really looking for a consultant, who's a fantastic project manager and keeps you on task. Are you looking for a consultant that's really good at conflict management and having hard conversations, thinking about those things that are almost in between the lines of the official work that you really value in a partner.
Another piece of that is kind of organizational values and what are your consultant's values and are there pieces that overlap there so that you're really on the same page about why you want to do the work together. And then the last piece, I think sometimes I get asked for examples of work product.
Which is really challenging for me to provide. So what I often say to people is the work that I do, to transform organizations, so talk to people about what they do experience with me, and what's different about their organization after their engagement, that's the work product. So I think asking around the questions around who have you worked with.
Where, where you'd be doing similar work. Who can I talk to really getting and checking those references? Vibe values and references basically. 
Carol: Yeah. So it's essentially kind of thinking through and listening for a fit when you're having those conversations. So are the questions that the person's asking you, helping you are you further along at the end of the conversation in thinking about the challenge that you're you're describing than you were when you began, and that would be well, that's the kind of shift that you want to, you're there to try to create.
Heather: Yeah. Yeah. You absolutely want somebody who is helping you think through. I also think in a lot of ways you want somebody who is going to show up as a partner. Who has, who brings expertise, but who really wants to be there with you walking alongside you. So this is obviously reflective of my own work as a consultant, but I build out free engagement to fit the organization.
I have things that work well that I bring into lots of engagements, but I don't have. Here's the strategic planning package and I'm just going to put it on top of everything I do. So I want to ask questions to know more about you as an organization and what works well. I want you to know that I'm going to be experimenting as we go and learning about you and shifting up.
The way that we're going to do the work in order to really meet your goals. And, hopefully you're okay with that. If you're, if you're an organization that's super regimented, we're not going to work well together. And I can tell, cause if you send me a 15 page RFP, we're probably not going to work well together. I'm probably not going to apply to that. 
Carol: Yeah. So once you go through that hiring process and you've decided on something, what would you say are some things that are important as an organization starts to work with a consultant that can help make that be a more productive process for both parties.
Heather: Yeah. A couple of things. One is it's always helpful for me as a consultant to get some of the basic background information. So obviously I've looked at your website, I've read your RFP, or we've had a conversation, but grant proposals or reports are useful budgets. Honestly, tell me a lot about the organization and where you spend your money and what your activities are.
Annual reports, just those things that can get me kind of up to speed on the work so that I can ask better questions. The second piece is I think having a good launch meeting. Often that is with a small team, particularly if we're doing longterm strategic planning work, or even planning a training for staff, who's the two or three folks who are gonna come together and help shepherd this work at that meeting.
I often review the scope that I put together in their proposal. And we adjusted as a team here was my idea. And now we're actually in it. Let's figure out what we need to shift. Also sometimes in that very beginning phase, just having one on one conversations. So as an a organization figuring out who are the few people that we want the consultant to talk to, again, to get a better three 60 view of the challenge to really, and the players to make sure that they are leading off with a really strong background.
Anything you would add? 
Carol: Yeah. So that's good cause sometimes I think people want to put every important stakeholder on that strategic planning committee. And I think that's a nice way to do both and to make sure that you're getting the input from all those important stakeholders. And, and there may be other ways that you're doing that as well.
But then also having a small enough working group that it's easy to. Set up meetings and there's momentum and things keep moving. So it's kind of nice both. And yeah, I think just sometimes people jump into the work they're so intent on you know, What the challenges are or whatnot, but I think just taking a minute and oftentimes this will come from the consultant just talking about how you work together, what works for you?
Do you have any pet peeves? What's your style? How do you like to communicate? You know, is it email? Is it a phone call? So that those things can fit together and just being explicit about those things, which I think so often people skip over can really help kickstart a good, a good process in the end, because this is a relationship, particularly with whoever the organizational lead is.
And he was a consultant. So I'm thinking about how to, how to make sure that relationship gets off onto a strong footing. 
Carol: So right now we're in a you know, things are so uncertain. A lot of planning processes have basically come to a halt or people have canceled. Maybe they had a retreat coming up. What's your sense of whether people can or can't or should how, how they might approach planning when, when there's so many unknowns at the moment?
Heather:  Yeah, it's a question that I hear executive directors really wrestling with right now. In fact, I was just on a call with a group, a peer support group this morning, and an executive director shared that their strategic planning consultant had said to them in March or April. They were trying to finish their plan.
That, that had been in progress for six months and feeling really guilty because they hadn't. And the consultant said right now you've got a circus. You can no longer focus on building the plane. You are dealing with really rough weather. And when you get to a place where you feel like you can fly the plane more easily, you can start building it again.
And so they have actually at this point, given the kind of work they do been able to stabilize and they have are coming back now to that strategic planning. I think for a lot of organizations, what would have been a longer term strategic plan is looking much more short term. It's looking so the end of 2020, maybe to the end of 2021, depending on where they are in the world.
So shortening timelines, not doing future planning when you're still in the midst of crisis. And then I also am seeing organizations use scenario planning a lot more, a tool that's been in our toolbox for a long time, but this is a time when it really matters. It really is, you know if you work in the school system, you have a scenario for, if kids go back, if kids go back for two weeks, if kids go back for a whole semester, and if you run an afterschool program for kids in schools, You've got a button you've had to have all of those different scenarios and having those planned out so that when it switches, you've got a plan that you can pull off the shelf.
We've already had some of those discussions. 
Carol: Can you just say a little bit more about what scenario planning is for folks who might not be familiar with it? 
Heather: Yeah, I think. Various standard definition would be thinking about creating kind of a matrix of scenarios. So you would think about what are a couple of different unknowns in your community that have a high chance of impacting your organization.
So I did this work a few weeks ago and the two variables we picked one was about how people were going to feel about the economy. Were they gonna feel like it was going down and hilly, going to feel like it was stabilized or maybe even going okay. The other axis we picked the other trendline we weren't sure of was, are we going to be kind of open or closed broadly?
Right. So are things going to be really open and we're going to be kind of back to normal or are we going to be quarantined or in our houses working from home. So in a very traditional scenario planning, you would actually put those on one, on an X axis and one on a Y axis. And now you've got four to five scenarios. What happens if the world is open and everybody feels really good about the economy? Well, bars and restaurants are totally full. Everybody's excited. Right? What happens if people are feeling really terrible about the economy and we're still all at home? That is our Netflix bucket, right? Like people at home with Netflix and cooking, being at home.
So figuring out those areas, whatever those are for your organization and then planning for each of the four, I'm really thinking about what might be true for us in each of those four scenarios. So that's a very traditional example in the school example I gave, there were the school system in North Carolina where I said we have an, a, a, B and a C, and we're going to pick one of these three.
So they've done that work already creating those scenarios for you.
Carol: So, what are some other trends that you're seeing right now, since you work with a lot of consultants across the sector and they're working with lots of clients. So I'm curious to hear from you kind of, what are some of the current trends that you're seeing in the sector? 
Heather: So one of the trends I'm seeing is organizations, particularly 10 staff and under. Really saying, I'm not sure we need an office. We need the conference table. We need a conference room every once in a while. We needed a place to start our stuff, our swag, our records, but we don't need it. I need an office space, particularly in places where folks are traveling significantly to get to a centralized office.
And they've discovered that they can really do a lot of that work online. The second trend I'm seeing is that as kind of stress levels have risen, I have certainly seen particularly executive directors dealing with more burnouts and more burnout in their staff and just all of the challenges that come from having an overwhelm.
They’re anxious. That's maybe dealing with kids at home. So there's a lot of shifts in how people are thinking about paid time off leave alternative options for staffing organizations, but there's just this kind of increasing humanity that is coming out of this crisis. And then the third thing that's kind of related to that is I'm just hearing more and more chatter about how the kind of traditional nonprofit structure isn't working for people. And some of that is the board's not showing up well right now either micromanaging or being absentee, some of it is that we're throwing out lots of, of, of old norms that aren't working for us. And so some of those nonprofit norms are going to get thrown out, but I'm seeing a kind of increasing conversation about that piece as well.
Carol: Yeah, I'm thinking about that, but not really sure. 
Carol: Cause it also feels like it's so embedded in, in all the systems the many, many systems that aren't working right now and, and the nonprofit sector has a lot of those assumptions built into. So yes. So at the end of every episode, I play a little game just to kind of shift things up a little bit.
So I'm going to ask you a somewhat random icebreaker question. And I had picked out three out of the box before, before we got on. So based on your scenario where if I, hopefully we won't be stuck in the, the economy is tanking and we're all forever and ever, but with that, what's your most recent, a guilty pleasure in terms of maybe binge watching a show or, or something.
Heather: Oh, well, My favorite. I don't know if this is a guilty pleasure, but in May I bought myself a blow up pool from my backyard and my absolute favorite thing to do. And I might do it this afternoon. If it doesn't rain, I will get in the baby pool with my Kindle and a glass of wine at the end of the day. And that just makes me so happy.
And I read a book that has no redeeming value. That just is pure floss and it's fantastic.
 Carol: I don't think you need to be guilty about that. That sounds like a lot of fun. What are you excited about? What's coming up next for you kind of what's emerging in the work that you're doing. 
Heather: Well, one of the things I'm really excited about in the nonprofits world is that we just launched a learning series for consultants around how to better incorporate race equity into our work.
And so I was sitting on a zoom with 50 consultants who are all trying to figure out how do we do this work better? How can we be in the work with people helping to raise these issues, helping to have careful conversations. So I'm really excited about that series and about the shifts that are coming for myself and my own consulting work and for hopefully lots of other people in those conversations.

Carol: That's great. And how can people find you? How can they can get info? 
Heather: Yeah. So if you are interested in the consulting work I do, my company is called Third Space Studio, all spelled the thirdspacestudio.com. And if you're looking for a consultant or accountant or coach or other expert, you can find me at https://www.nonprofit.ist.
Carol: And we'll put all that in the show notes. So people will be able to get the links. Well, thank you so much, Heather. It has been great talking to you. 
Heather: Thank you so much for having me. This was really fun.

This week we’re talking to Becca Bartholomew.  
 
We talked about: 
• Ensuring all voices are included in planning processes 
• Why it is important for leaders to not only have intelligence but also have emotional intelligence and somatic intelligence
• What the buffering sign on your computer has to tell us about today’s work environment

Referred to in the episode:
​Barry Oshrey’s Tops, Middles and Bottoms 
The Ladder of Inference

Your Body is Your Brain by Amanda Blake 

A facilitator and coach with expertise in organization development (OD), Becca has extensive experience working with groups and individuals to foster communication and effective collaboration among diverse stakeholders. Becca helps her clients implement strategies that increase their emotional intelligence and efficacy. She is known for her clear communication, innate ability to foster trust, and firm, yet gentle approach to helping others recognize their blind spots and engage specific tools to articulate and reach their goals. She gracefully supports her clients toward self-reflection, new learning and increased awareness of their impact on others. She works with leaders of all types and has a special passion for those newer to leadership as well as those who hold societal privilege and want to address their roles in upholding and then dismantling systems of oppression.

​Interview Transcript:

Carol Hamilton: Welcome Becca to the podcast. Great to have you on. 
Becca Bartholmew: Thanks for having me. 
Carol: Just to kind of give people some context and get us started. Could you just describe kind of what drew you to the work that you do and, and how describe your journey to where you are now? 
Becca: Sure. I'll give you the abbreviated version. I really feel like what I'm doing now has brought together a whole bunch of threads of my life into one place. It's a really inspiring, invigorating place to be. I am the third generation in my family to be doing organizational development work.
That's what exposed me to that human systems piece of what I do. I also spent a long time working in public health and sustainable agriculture, mostly in the nonprofit and academic sector, which has given me a continued learning journey around social justice and issues that I was working on at a systems perspective there.
I've always, my whole life, had a really strong interest in dance and movement and yoga and that sort of thing. And so now I feel like in the work that I do, which is mostly around supporting human systems, to be better at whatever it is they're trying to do. Especially around the communication within that system and the functionality within that system, I take a whole person and whole system perspective on that. Not just working with the mind, but working with other aspects of the whole being. It was sort of all these different interests of mine coming together into one place. I would just add to that is it was being in human systems. And then again, seeing things that I had sort of heard growing up that happen often in human systems, like we're humans, we have human tendencies and just seeing those things has inspired me to make the jump from public health, into really working with the systems rather than within the systems.
Carol: Can you give me an example of what one of those things were that you were like, “I remember them talking about that and now I'm seeing it.” 
Becca: So, there's a lot of talk about people working either on or in their business or their organization. Sometimes we're so much in it that we forget to work on it.
We talk about process and we talk about content and sometimes people are so engrossed in the content that they forget to pay attention to the process and process can be relationships. It can be the processes for how information flows for the timeline, for projects, whatever it might be, the structures and processes, both interpersonal and organizational, that support what's going on.
I remember working in an organization and there was this person who came in and she went through this whole workshop with us about how to create work plans, start with activities and things that we wanted to do, and make these big plans. And then my boss said, “make a draft plan for our organization.”
I remember this so specifically because I went away with my family that week, but it was really important that it be done. So, I agreed to do it while I was away. I worked on it a lot while my family was down swimming in the lake and then I came back and I gave it to my boss and never heard anything.
Oh, it was just crickets. It was just an example to me of even when we're trying, we don't always follow through; those things sit on the shelf or in the email inbox and just never really get enacted within the organization. 
Carol: From what you've learned looking back on that, what might you have said to the leader, how you might have done it, approached it differently considering your perspective now. 
Becca: Great question. What I'm working on now in my life, and I think it relates to this, is getting really clear on my own boundaries and also exploring other people's expectations as much as possible. I think I would have had more of an upfront conversation with my boss: “What does this look like?”; “How do you want it to be”; “what's really important about this” and then, “what will be done with this once I finish it?” and can we put the meetings on our calendar now for the time we're going to talk about this and this and this. 
I was younger then, and less experienced. I didn't really have the same initiative to make sure that this happens because, after all, it's my time and the organization's time, and I don't want to waste either. 
Carol: Yeah. I also remember being on a board one time where I had raised the issue of the organization doing strategic planning and the Executive Director said, “well, why don't you go write a strategic plan?”
And I was kind of like, wait a second, that's not how it works. I could go do that but it wouldn't be at all useful because it wouldn't be informed by everyone in the group. How they're thinking about it. And, really sometimes the plan itself is a useful product, but the process is also such an important part of having all those conversations, thinking about what is our direction and what are our goals of having all those conversations. In a lot of ways, to me, it is even more important than what ends up on the page. Although that also is important, people want to see that it's actually used so that they don't feel like it was just a lot of hot air and a waste of time. 
Becca: Yeah, it makes me also think about why I know a lot about design thinking and it makes me think about even within that process, not only is it important for buy-in and engagement, but there are things, especially that we don't always know about depending on where we are in the organization. Unless we're pulling from all angles, back to the organization through that process, we might miss something and in design thinking, there's that concept of bringing in sort of the smart but naive other person who doesn't have all the information about whatever's being talked about and really having that person there to ask questions and get clarification and guidance.
Pulling from that, I was just doing a leadership training the other day, and we were talking about Barry Oshrey's concept of Tops, Middles, and Bottoms within an organization, and how Tops feel really lonely and isolated and burdened because they have to make all the decisions about everything, and Middles in an organization feel kind of pulled between the Tops and Bottom. So, they're managing people below them, but then they're responding to the people above them. And then often the people at the bottom, I don't necessarily love the terms Top, Middle, Bottoms, but it's your hand and gives you kind of a visceral, real example of feeling of what this is, and the Bottoms, often feel like they have no idea what's going on, that they're at the whim of the manager of the Middle or the Top, and just kind of there without knowing. Really bringing all three of those levels into a strategic planning process or any planning process is really important. Well, also being clear - who are the Tops that have the decision-making power; I've seen in some nonprofits who are really trying to have a flat structure where everybody's important. Yes, that's true, but there needs to be clear leadership so you can have a clear process for gathering information, then it needs to be clear how the decision is going to be made: Who's going to be making the decision and the timeline for that upfront. 
Carol: I totally agree. I think sometimes, with the notion that boards should drive the strategy for an organization, there's this tendency to, and kind of also a sense of, let's make it more manageable, so we'll have less people involved and then you miss all of those perspectives, but then as you said, so important for folks who are leading the process to also say, “We're gathering input from all these different groups, the board and senior staff, or whatever group it is, is ultimately tasked with finalizing the plan, approving the plan.
They are the ultimate decision makers. So getting clear and being clear about that decision making process is really key, too, as you can have lots of involvement, but if you don't that piece, you can actually demoralize people because they thought that they had equal say in this and then something that they were very passionate about doesn't emerge in the final plan and they wonder, “well, what was that for? “What was the point about, we're taking input from lots of people, but not everything's got to get in there for one, it's not going to be Christmas tree ornaments for everybody but also who's actually making the final decision. 
Becca: Yeah, absolutely. 
Carol: And, one of the areas that you focus on is somatics and leadership. Can you define what somatics is first? And then we'll talk a little bit about how that shows up in leadership. 
Becca: Somatics comes from the word Soma, which is body. It's about the body within leadership. I really love ,there's a great book called Your Body is Your Brain by Amanda Blake. She talks about three concepts. I have it here because I always mix them up. So, Xterra exception, proprioception and interception. 
Xterra, if you think about X, like external, that's our, our five senses. So, seeing and touching and hearing and smelling and tasting all of that is our Xterra reception. We're gathering information in three different ways and responding to information in three different ways. Then there's our appropriate section, which is our awareness of where we are in space. You might also tie that to sort of leadership presence, how are you using your body in space? Are you standing firm? Are your shoulders standing broad and relaxed? Exactly, are you clear in your stance? And then interception is the part where I think it gets the most exciting and juicy, but it's all important. That's sort of the internal, physiological, gut feeling or my heart. Some people think it's kind of woo, woo but it's not because there's a real physiology going on and your body often knows things before your brain knows them. Literally your Vagus nerve. Connects right from your gut to your brain, bypasses the cognitive part of your brain and goes right to the instinctual part of your brain and often you're taking in information and making a decision about it at a sub cognitive level, it's sort of your flight fight, flight freeze, animalistic instinct level before your cognition is even aware of it. The more we can become aware of our internal feeling sense, the more powerful we can be as leaders because we're using both levels of our intelligence, our emotional intelligence, as well as what I call our somatic intelligence, our bodies data gathering and processing.
Carol: As you know, science learns more and more about this, the whole notion that we're mind, body and spirit, that there are three separate things. It's really all one. Right. The body, your brain is part of your body, so it seems kind of obvious, but at the same time we experience it ourselves as a different thing. So, it's really interesting. So much of our culture has a kind of demonized feeling - like set your feelings at the door. We're professional beings with this professional meaning, and what's this leader mean? All of those things, I think sometimes what people think about, disconnects a lot of those pieces.
Becca:  Absolutely. If you think about it, think about when you're in a really energetic mood or in a really tired or depressed or sad. Just a run-down mood and how much work you can get done or not get done, or have responsive in a way that takes care of relationships in a positive way you are, or you aren't depending on how your internal state is. And we're not taught in this culture to pay attention to those things. I mean, I have a six-and-a-half-year-old and I try to remember to engage with my kid about, “Oh, are you feeling this?” “I see that you're angry” or, “I see that you're frustrated” and kind of name emotions so that he can start to work with those things and at the same time, it's just not talked about. There's a line, not necessarily an advocate for bringing everything in the door and to the table at work. While I want the whole person to be there, but not necessarily all of the person. It's like the integrated wholeness of the person is able to show up and that person is able to manage what needs to be in the room and what doesn't need to be in the room. I used to joke that the definition for me of maturity is knowing when to be immature and when not. So, it's not being mature all the time. It's knowing when to bring it in when not to. And I think it's the same thing about emotional intelligence, somatic intelligence, any of this, we need our emotions and we need our gut instinct. Yet we haven't been taught to cultivate and manage them. 
Carol: Yeah. And then that brings it up to mind kind of what you were talking about before in terms of setting boundaries and having appropriate boundaries. When our culture was kind of first exploring all this in the sixties and seventies, it was this let it all hang out, whatever, and learning over time that actually doesn't work at all, and it can be very detrimental to relationships. Being able to not only recognize, but manage emotions and manage your response as an adult, is a lot of what that's about. 
Becca:  Yeah. I think this bridges sort of into the diversity, equity, inclusion conversation because when I think about the whole person it's mind, body, spirit, emotions, and identity. So those five aspects: we need our mind, we need our body, we need our emotions, our spirit, or our values. However you want to define that for yourself. And then our identity is really important. All of the social identity aspects of who we are, whether that's race or gender or gender identity or sexual orientation or religion. There's a whole plethora of them. That's another piece we need to be able to bring our whole identity to work and we need leaders who are creating systems and environments where the diversity of those identities is able to thrive and be included and engaged with and valued. Often there's a leave that part of your identity at the door and I do think that bringing whole identity to work is important, but that doesn't necessarily mean you're talking all about various aspects of it if it's not relevant to the work at hand.
Carol: I wonder whether people in a dominant position or a leadership position and in a white dominant culture or whether people even realize that they're asking. They're assuming that people will leave those identities at the door and show up in a way that fits what's perceived in the dominant culture as kind of the right way to be at work.
Becca: Absolutely. And I think there are shifts happening in some spaces. Obviously we have a greater awareness around this as a country with the Black Lives Matter movement and other aspects but I think there's a long way to go. To me, this is what ties into the somatic intelligence work. I really think that leaders need to get good at noticing what's coming up for them when they start to engage in these spaces because a lot of times it can be scary. You don't want to get into legal trouble and you don't want to offend someone. So often people end up not even stepping into this space and not even having the conversation. It's really about doing as people who have what we call dominant identities, which is this white Christian male who’s heterosexual. There are a range of dominant identities in our American culture. Those of us with them need to do some work to realize that we have them and what it means.
It's not necessarily a problem that we have them. It is what it is. We need to realize that it is what it is, and then begin to work with it and ask ourselves, what are our values? What do I want to be seeing? What do I want my organization to be like? And, how can I play a role in creating that? 
Carol: What kind of steps do you think if people, if leaders want to start stepping into this work, that they can start taking?
Becca: The first step might just be mapping your own identities. Identity maps - put yourself in the middle, draw a circle, and a bunch of lines coming off of that. Think about all of those aspects that make you who you are.
Whether it's where you are in your sibling order. If you have siblings, the economic situation that you have, grew up in, and are in now; your education level, your race, ethnicity, religion, sexual orientation, gender identity, a range of all those. Once you write that map of who you are, then look through them and try to label, which are done, I'm in it and which aren't. Then take some time with each of those and think, okay, what makes this dominant? How is the world set up such that things are easier for me because I have this identity? What are the systems allowing for me? Because I just happened to have this identity and then get in conversation with other people who have similar identities to you who are also trying to work on this.
One of the things that's really important, and I imagine folks have heard a lot about, is not putting the emotional labor on to people who have what we call the marginalized or subordinated identities. It's not their job to educate us. There's a lot of information out there already, some really great books and we could even include a list of some of those, especially around race, as part of this. To be doing your own learning and engaging with others who are similar identity to you, doing their learning as well. 
Carol: And that I think is important to have those spaces of, similar identities so that people can have all the emotions they're having without putting emotional labor on other people. This whole notion of white fragility, people are going to have their emotions. They're either going to get triggered, and shaming them and bullying them to stop doing that is not helpful; at the same time, a person of color, a person with another marginalized identity, or intersection of those doesn't need to hear that same conversation over and over and over again. How can we create spaces so that white people can start their baby steps in this, and have the full experience of it all, and work through it?
Becca: Absolutely, Carol. I totally agree with what you say. I think you're hitting on a key point. I believe it's necessary to feel the emotions that are associated with this. I know a lot of white women who I've interacted with, especially have felt guilt or shame or sadness as they become more and more aware of what the white dominant culture and their role in that has created in this country. I've heard experiences from colleagues of color of mine who have had white men end up really angry in their sessions when they hear about things. These are generalizations I've mentioned, it's sad and women can get angry, but I believe we need to feel those emotions and become aware of them and let them move through us because as we talked about a little while ago, feelings are literally physiological. There are biological things happening in your body when you feel something and if you just try to suppress it, it doesn't really actually go away. Where are the spaces where that can be released, where it can be acknowledged, process looked at, digested and then do that in a safe space with support and then step into the other spaces of leadership of mixed identity interaction. I want to say clean, where none of us are super clean when it comes to it, but it's about having to 
Carol: Sort of through a little bit of a muck, at least.
Becca: Exactly - cleaned up your boots or like simmered down your sauce.
I think that's really important that too often the message, especially to white people is, “Oh, don't bring your white fragility.” I see that and it's not to say, don't have your emotions. It's be aware of where, where you are displaying them and the kind of help you are seeking for them.
I say, do have those emotions. Become very aware of them and don't get stuck in them. Brene Brown also talks a lot about the difference between guilt and shame. Some of them are part of this learning, some of the learning I've been doing is through WWARA about White Women's Anti-Racism Alliance and they take Brene Brown's work and talk about the difference between guilt, and shame and guilt.
Well, shame says something is wrong with me. I am bad. And then guilt says I did something bad. If we say, “Oh, I did something bad,” then we have agency. “Oh, I did something bad. I can do something different.” If we stay in our shame as whatever dominant identity we might be working with in that shame, if we stay there, we're never going to be able to step into action and make the world a better place.
On the other hand, there's also often people who want to jump to action right away, “Oh, this is a problem. Let me fix it.” A lot of advocates of color, who I've been interacting with have said, “Please, don't jump to action right away. Please slow down, please do your learning. Please do your emotional work. Please get clear about why you want to do this work. Let's not do this work because it's all the rage right now. What's in it for you? Why is it important for you to make some shifts around racism in this country or around bias toward people with different sexual identities, whatever sexual orientation, whatever it might be?”
Carol: Yeah. That action orientation brings me back to one of the pieces that you work with as well, wanting leaders to bring more mindfulness to what they do. I'm wondering if you can define mindfulness in this context and why you think it is so important. 
Becca: Yeah. I think when it comes to leadership, mindfulness is a key tool for engaging our emotional intelligence.
Actually, one of my favorite quotes that I came across recently is by Daniel Goldman. He’s a journalist who did a lot of work around emotional intelligence and has published a lot of books about it. He says the best thing a leader can offer is a well-managed nervous system. I have worked with various client systems where the leader can get triggered really quick and easily and make a lot of assumptions about things.
We talk in this work about the ladder of inference. How quickly we can sort of climb up this ladder of assumptions and then, “well this person said this for this reason, and this means that, and that means that.” And then all of a sudden, we're at the top of this ladder without even thinking. 
Carol: Yeah, without even being conscious of jumping up the ladder, “I'm looking at you now,” and “Oh, she gave me kind of a funny look. She must think I'm a terrible interviewer.” I mean, and that's all going on in my head. I may not even be conscious ….
Becca: That I had something in my eye. 
Carol: Right, right. 've made meaning of it. Just like that. Because we're meaning making machines. 
Becca: Exactly. Mindfulness allows us literally to start to see our mind so we notice, ‘Oh look at that thought,’ ‘Oh look, I just had a thought about that’ and we become more aware of the chatter in our minds. To use the word agency, we have more agency in how we're using our voice and our body and our mind because we become more aware of the automatic parts of it. It can also allow just practice. Mindfulness can bring more pause and space into interactions. I think those are more and more necessary. These days everything is so fast. If we just take a breath before we respond, we might actually be able to be in a place of actually responding rather than reacting and the response to me is, where there's the choice and the agency, the reaction is where it's just automatically coming. Maybe even from that interception, that automatic physiological reaction, which sometimes serves us and sometimes does it. What we need is to become more and more aware of it.
That’s what I'd say about that. Go ahead. I was just going to tie it into the virtual world. I think it's, again, even more important in a virtual space to both engage mindfulness and engage the whole person. We can become, as we are in zoom, I gesture here with this rectangle that we forget that we have the rest of our body and we forget that, it might be, or even in a normal interaction, we might, if I were talking to you in a cafe, I might turn and look out the window while I'm talking to you and think, and that might shift how my brain is working, but because we're so used to the norms in our culture and are just looking at that rectangle and look at each other on the screen that we're literally not being mindful in the same ways that we might have otherwise. 
Carol: So how do you say since people are just, you know, the reality of us working this way of working online, working remotely is probably going to be going on for quite a while.
What are some things that people can do to bring in more of themselves to online meetings? 
Becca: I’m smiling because one of the things that's come I've been working on lately and telling clients and colleagues is to think about that spinning thing on your screen that says buffering. We hate it when that happens, but how are you creating buffers in your day?
It's not just the onscreen, but the, between meetings or between being at the meeting and being with whoever or whatever is in your household. How are you creating spaces? Cause literally we used to walk down a hallway to a meeting or get up and switch offices or pick up the phone, something shifted and took our eyes from the screen.
And one of the things is just to give yourself those buffer zones. Another is to literally take some time, whether it's a chime on your calendar or in your watch or note to take three breaths at various points in the middle of the day and then you can engage a full mind, body, spirit aspect with those three breaths.
On the first breath, what am I feeling; on the second breath what am I thinking; and on the third breath, what's important to me? That can really bring you back. What's important in this moment, to me? What brings you back to what you’re being present with, whatever it is that you really want to be present with rather than reactionary? What you just happened to be being present with?
I also have a whole set of questions that I go through when either designing a virtual meeting or working with others on it about how can we bring in. All of those parts of a person. What are the kinds of questions you can ask your colleagues, “What do you feel about this?” “What's your gut reaction?” What's your heart telling you? What’s your instinct on this? And then you can say, what's your mind thinking on this? What new ideas have you noticed? What are you thinking about now? How does this connect to the other things? You start to engage the brain in that, that's the body brain piece, and then there's just rain.
We just need to get creative. Like how does this tie to your values? Our values as a company that start to get to the spirit and values aspect of things, and then there can be questions, like look around the virtual room. Who's not in the room. When it comes to virtual meetings, there's a lot of inclusion. So not necessarily identity, but inclusion when it comes to are you remembering to try to engage the people who don't have their cameras on in the virtual meeting? Is there a norm that people have to have their cameras on, but maybe they can't. Maybe their bandwidth is low. Maybe their house is a mess. Maybe somebody else's in the room with them. So, what are the aspects of inclusion that we need to think about to make this a virtual space, a psychologically safe space? 
Carol: Yeah. Thinking about the buffering, I was, working with some folks who were talking about, facilitating in a virtual setting and just saying that it just takes a little bit longer for people to kind of absorb, and instruction.
If you're wanting them to go do a next thing, let's say, put them in breakout rooms, to have them work on a separate document that you've sent a link to, and to create those pauses in the meeting as well, and almost imagining that buffer, things spinning, and their technique was to, when you've asked a question, assume that it's going to take everyone a little bit longer to answer because they're kind of waiting to see if anyone else is going to say something and actually take a drink of water while you wait to force yourself to wait a little bit.
Becca: I like that. Somebody once told me that children's brains, as they're learning, take longer to process. So, wait 17 seconds after you ask your child a question, which feels so long. I don't do that long online, but I do sometimes count to seven or 10, just to see and I think that's very true.
I've had a lot of experiences lately where I've given an instruction, we've gone to the next thing and then the person, or in the group, two or three people in the group of seven, have no idea what to do. It's had me realize, and again, if you think about it, we're not giving our nervous system any time to decompress or get in a place of being able to really absorb information again, when we're constantly looking at the screen.
I sometimes also give instructions to folks, you know, get up, stand up for a minute or stretch, or literally please look away from your screen while you think about this. So sometimes you have to be more overt and in the instruction, then slowdown, as you said, and repeat yourself, and then also provide the information in multiple formats.
I'll often put instructions in chat as well as verbally say them and that sort of thing. So absolutely, many things to pay attention to. 
Carol: Probably all things that would be good to bring back when we're in person, working with groups that take that pause and make sure that everyone's understood the instructions of what's next or where you are on the agenda in a meeting or anything. 
One thing I like to do on each episode is I play a little game. I have a box of random icebreaker questions. I've got one for you here, “How did you meet your best friend?”
Becca: Oh, how did I meet my best friend? Well, there's a childhood one, but here's my adult best friend. It's a kind of a fun story. She was the babysitter the summer after I went to college for my younger siblings. I had been in college; my parents were divorced and I went to see my father. I heard about this babysitter who was great with my younger siblings at my mother's house. I remember thinking, who is this person taking over the older sibling role?
I came home, eventually met her, and within half an hour, she was my best friend. We've been really good friends ever since then. I think it's been about 20 years. 
Carol: That's awesome. So, what are you excited about now? What's up next for you? What's emerging in your work? 
Becca: There are a few different things that I'm excited about.
One, as you know we've talked in other times about this, is about peer coaching, peer learning, and people being able to really connect and learn from and with each other in small groups. I'm really excited about engaging with that in a virtual space. I feel like the peer coaching really involves the whole person. It's not just sort of sitting back in a lecture on a webinar or listening to somebody, but it really engages people and it engages people around. What's important to them in the moment and it allows them to be helpful and of service to other people.
I think that's so important for us as humans, for mental health to just feel a value. I'm going to be setting up some opportunities for people within similar industries, but not in the same organization to come together in peer learning groups and connect with each other. I'm really excited about that possibility and really what's possible with that globally right now, because we don't have to get together in person for it and we can't get together in person for it. So, who can come together? I'm working with some of the groups that I do consulting with. They focus on diversity, equity and inclusion. and some of them have been around one of them for 30 years, another for 50 years. And they really know their stuff and their stuff has been in the room like physically together.
I'm really excited about helping them think about how to take it all virtually and keep it really effective and yeah, engaging. And then finally, I'm contemplating, and I might want to rope Carol into this, listeners. So maybe by the time you listen to this, she will have said yes. I want to develop a virtual workshop about engaging the whole person. Go more in depth into some of those example questions and examples scenarios that we touched on around engaging those five aspects of the of a person. Mind, body, spirit, emotions, and identity. 
Carol: So, it sounds like a lot of fun. 
Becca: Yes. Excited about all those. 
Carol: How can people find out more about you and be in touch? 
Becca: They could email me or I'm also on LinkedIn. My email is: Becca.b.Consulting@gmail.com 
Carol: We'll put the links in the show notes as well. 
Becca: Okay. That makes it easier. I'm also on LinkedIn as Becca Bartholomew. I'd love to hear people's reactions. What did you agree with, disagree with, what questions do you have? Let's keep the conversation going. 
Carol: That will be awesome. All right. Well, thank you so much. And thank you for being on the podcast. 
Becca: Thanks for the opportunity. Take care.
 
Links: 
Becca on LinkedIn
Becca on Twitter

​Episode 05:
​This week we’re talking to Beth Sperber Richie.  
 
We talked about: 
• What is burn out is and why burn out is so prevalent in the nonprofit sector
• What the research shows about rest and productivity for organizations.
• What vicarious trauma is and how it impacts staff and an organization’s culture.  

Beth Sperber Richie, Ph.D. is a licensed psychologist and consultant in private practice in the Washington, D.C. area. Dr. Richie works with non-profit leaders on how to sustain their staff and their mission given the grind of social change work. She gives workshops and presentations on managing stress and burnout, vicarious trauma and compassion fatigue, improving cross-cultural communication and counseling skills and setting boundaries for front-line employees. Her workshops focus on practical skills and engaged involvement of all participants.  

www.linkedin.com/company/fermata-consult

​Sponsored by Grace Social Sector Consulting

Learn about the Effective Online Facilitation, 4 week group coaching program. 

​Episode 04:
​This week we’re talking to Rebecca Murphy.
 
We talked about:

• What organizations need to think about to be ready to partner
• Having clarity about what your why is key for partnering.
• Why mission creep is so common among organizations and what drives it.

 
Rebecca has been a consultant for over 20 years. She considers herself an “interpreter,” as she has worked in multiple sectors including government, nonprofit, business, and philanthropy. She is adept at explaining/translating one to another. She is a generalist with a broad knowledge base – including workforce development, affordable housing, parks and place making. She has expertise in capacity building, organizational and program development, strategic planning, with particular expertise in public-private partnerships, community engagement, and strategic collaborations. Hers is a mission-focused practice. She is passionate about mission fidelity, and avoiding mission creep.
 
Links:
https://rcmstrategicconsulting.com/
https://twitter.com/RCMStratConsult
 
Sponsored by Grace Social Sector Consulting.
Learn about the Effective Online Facilitation, 4 week group coaching program.