I am not an expert on diversity, equity and inclusion. No one hires me to create a more racially just and equitable organization. It’s not what I do.

I am a white cisgender lesbian. I am a woman of privilege crawling with implicit biases. Like many of us, I am on a journey to learn. A journey to do better.

But often in my work, I am sought out by organizations in turmoil. It can be a financial crisis, a leadership crisis or an internal crisis that threatens the reputation of the institution.

In this work, sometimes the disruptions are internal. They come from those who hold the mission dear – staff, students, volunteers. Folks who walk the walk every day.

So this is not a post about what decisions institutions should make. In this I have no standing.

But when it comes to protesting and being the target of hate, I’ve walked in those shoes. And so I do have some standing and I thought it might be useful to share the insights I have offered those who retain me as clients.

Before we start with some reminders, here’s the big one.

You read my blog. You invest some time regularly to be a better leader. And in my own way, I am pushing you to be a better leader and you value that.

Remember: this is exactly what internal disruptors pushing for change are doing as well. Injecting a real sense of urgency into your organization and pushing you, using all the tools available, to be the best leader you can be. To do better.

I know you want the tactics to be different. I know you want to sit down and talk with the disruptors. Well the tactics are unlikely to change and you might not get that conversation.

So as a crisis management consultant, as a person who has held picket signs and bullhorns, and as someone whose leadership has been questioned by vocal disruptors, I thought you’d find some of these reminders to be of value.

I hope so.
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In my last blog post, I told you the story of an organization that decided to apply for PPP funding, secured the approval of the executive committee, and then the full board balked and insisted that the monies be returned.

Today’s blog post is an update and a diagnosis – or Joan’s game of “Coulda Woulda Shoulda”. In order to fully appreciate this diagnosis, it might be a good idea for you to have a quick read and then come back.

I’ll wait for you.

OK, glad you’re back.

I asked readers to review the situation – perhaps as a case study with your board – and to look at two pieces of the puzzle.

For sure, I was interested in folks’ observations about the decision itself – should they have applied for the funding, should they have accepted it, and now, based on board sentiment, should they have returned it?

But even more than that, I was interested in the decision making process itself. Was it spot on or should they have done something differently?

Comments on the post and emails I received were overwhelmingly in favor of accepting the money. One writer wondered why there was any fuss at all.

I actually get the fuss and believe it was a function of the decision making process.

Time for me to offer you my two cents. I’ll also tell you what this organization ultimately decided.

You may not agree. That’s why blogs invented comments. So you can tell me why I’m wrong. I hope you will.

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Stay in touch.

How painfully ironic that phrase feels these days. After all, during a crisis, you want – no, you need to feel close to others. But how? You can’t get together in person, and while super useful, Zoom isn’t really the same thing, is it?

As a nonprofit leader, you have to keep managing and leading from a distance.

In fact, you are living and breathing a “change management” endeavor right now as you find yourself changing so much of how you work. You probably didn’t expect to be focusing on that during Q2 when you made your plans going into 2020, did you?

Many of you are on overdrive because of an exponential increase in the need for your services. And then consider you are leading and managing folks who are chronically anxious, some of whom have or will experience tragedy during this time.

How do you communicate in that context? Yikes.

What do people want to hear? Need to hear? What do you need to tell them?

How do you make sure important information sticks? And I know everyone waxes eloquent about Zoom, but is that the only venue?

I help thousands of nonprofit leaders every day to navigate the world of managing and leading. And while I believe I offer them some pretty good advice, I don’t think my clients know how much I learn from them.

So today, courtesy of the leaders I admire and mentor, all of whom are doing a great job leading from a distance, I offer you six pieces of advice on how to best stay in touch.

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Every single Executive Director reading this right now just yelled at their computer.

“One thing??? You’re kidding me! Joan, my list goes on for days!!!”

I’m not being insensitive or unkind – I swear. I know how much you are carrying. I have a front row seat to the struggles of nonprofit leaders. Work directly with folks who run small community organizations with budgets of less than $50,000 as well as some of the largest nonprofits out there. Please keep reading.

I am hearing about so many things you need.

• Money
• Volunteers
• Grief counseling
• Engaged board members
• Someone to nag your teenagers to do their homework
• Just five minutes where you could focus on one – JUST ONE thing.
• Did I say money?

For the last month and more, I’ve been writing and podcasting and interviewing on big publications so that your board, your donors, and everyone else can begin to understand what your world is like right now.

Because most folks don’t actually know. They are not getting that while you all are struggling, the need for your work has never been greater.

It doesn’t take a rocket scientist to see a number like 22,000,000 unemployed (and counting!) and connect the dots. Any organization dealing with housing and homelessness is going to be bombarded in unprecedented ways.

But you see, people are not connecting dots. And there’s something they can do they may not have even thought about. It’s not a difficult task at all. And it’s something that every single Executive Director could really use right now.

If you have an Executive Director in your life, please read this post closely and take action today. Here’s the action I have in mind….

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