22 May 2012

Judged or Ignored?

Judgment

Here’s a great thought from Seth Godin for life-changing leaders:

You will be judged. Or you will be ignored.

Those are pretty much the only two choices.

Being judged is uncomfortable. Snap judgments, prejudices, misinformation... all of these, combined with not enough time (how could there be) to truly know you, means that you will inevitably be misjudged, underestimated (or overestimated) and unfairly rejected.

The alternative, of course, is much safer. To be ignored.

Up to you.

Is your organization visible enough to be judged? Are you on the front-lines of life-change in such a way that people see you, that they wonder about you, that they make judgments about you?

Being judged is not bad. Being judged means you’re being considered.

Work so that they judge you well.

[Posted by Shannon D. Barnes. Tired of being ignored? EDGE can help. Email us at info@theedgegroup.org to learn more.]

11 May 2012

7 Rules of High-Impact Leadership

The capacity and quality of your organization’s leadership directly affects the impact of your organization. People are counting on you – donors, staff, stakeholders – and most importantly, the people you serve!

We’re passionate about the exponential and catalytic influence that well-equipped leaders can have on mission-driven work. In this one-hour session, we’ll look at the essential leadership principles that will help you take your board, staff, and mission-impact to the next level.

 

(download)

Click here to download:
7 Rules of High Impact Leadership (Teleclass 2).pdf (3.14 MB)
(download)

[Posted by Shannon D. Barnes. Ready to put these “7 Rules” into practice? We’re here to help coach you and your board to help you move your life-changing work forward. Contact us to learn more.]

1 May 2012

Multisite Mergers are Creating Growth

Merge
With 85% of churches currently stagnant or in decline, mergers can be an excellent way for church ministries to consolidate resources, strengthen their organizations, and invest in their ministry impact.

The number of U.S. and Canadian churches merging–two or more individual churches joining to become a single church–has been slowly rising over recent decades. The mergers take many forms:

  • Rebirths (a restart of an older church or one in decline)
  • Adoptions (one church becoming part of another)
  • Marriages (a healthy merger of equals)
  • Reconciliations (a reunion of a church split)

A recent Leadership Network survey of churches who had participated in a merger revealed that multisite churches rated their experiences higher than churches that consolidated into one location. This trend held across church sizes and distance apart.

Multisite churches also reported greater growth after a merger. One church in particular grew from approximately 50 attenders to 250 in just nine months—a fourfold increase! Even more encouraging, the survey indicated that many churches would consider a repeat merger in the future as a viable option for extending their reach into different communities.

You can read or download the report below.

At EDGE, we’ve helped a number of churches merge and strategically invest their resources in ministry outcomes. While not a process for the faint of heart, we have seen incredible growth and impact come as a result of careful and intentional mergers. Please contact us if we can be of service to you and your church.

Click here to download:
Making_Multisite_Mergers_Work_(Leadership_Network).pdf (1.31 MB)
(download)

[Posted by Shannon D. Barnes]

30 Apr 2012

Do "Big Names" Equal Big Bucks?

Wealthy_man

Getting celebrity and high-net-worth donors on your board is often considered proven “wisdom” for nonprofits looking to grow. In our team’s years of nonprofit leadership and advising work, we’ve observed something quite the contrary. We’ve advocated for a board based on mission-alignment, strategic-orientation, and expertise, and implored organizations to make “wealthy patron” and “celebrity” fundraising ideas secondary to other board member qualities.

A research project at the Henry W. Bloch School of Management backs up our hunch. The study disputes the notion that connected board members translate into a healthier budget. One of the study’s significant findings was that human services agency boards that recruited fewer prestigious board members did better financially than those that recruited more. In fact, they made nearly double the gains of the “rich and famous” focused boards!

Of course, this is not to say that stacking your board with prestigious individuals never works; it can and does in some situations. But it often does not, and can actually be counter-productive. (If you want a list of 10 things that really do matter for boards, see our post on High-Impact Leadership.)

We know how important high-impact boards are to thriving life-changing work. And we resist the over-played and under-researched ideas on boards that often float around as “best practices.” Our recommendation: When determining what an ideal board candidate looks like for your organization, start with big-people, not big names. The board built on good people and providing an energized and results-oriented governance will help the organization attract everything else it needs.

[Posted by Shannon D. Barnes.]

30 Apr 2012

The Cost of Life-Changing Leadership

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I recently read a story about two seventh graders who, in 2004, heard about a local serviceman who was being charged $7,500 for a cell phone bill resulting from calls to his family from Iraq. These two kids decided to take action. Their first idea (sending cell phones overseas) was shot down by the Pentagon. But they kept at it. And with their parents help, they were able to collect and recycle 100,000 cell phones each month and pass the proceeds along to pay for the cell phone minutes of those serving in Iraq and Afghanistan. To date, their effort has provided 150 million minutes of talk time!

This simple story gives the essence of life-changing leadership – we see something that is wrong, and we take the action needed to right it.

But taking real leadership can easily often put us and our ideas at risk, especially when there are vested interests that oppose the changes we want to make. Life-changing leaders willingly take this risk, knowing that resistance is to be expected and that the changes they are pursuing are necessary and worthwhile.

Two determined seventh graders were willing to take on the Pentagon for their idea, and to work through the strategic obstacles to find a way to make something important happen. Who or what is keeping you from moving your life-changing mission forward? What risks will be required to do so?

[Posted by Shannon D. Barnes. Finding your Leadership EDGE is critical to the health, vitality, and impact of your life-changing organization. Contact us today to learn how we can help with coaching, board development, and team-building to give you and your mission the EDGE you need.]

27 Apr 2012

Five Challenges Facing Private Schools

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We walk alongside a lot of organizations that are facing significant challenges. Some self-imposed, some not. But there may not be any group we serve that is experiencing as much rapid change and challenge as private schools. Here are five significant challenges changing the way schools think about their work and ministry:

Challenge #1: Scrutiny

Schools are being reviewed and held to public accountability like never before. There is increasing pressure on schools to publish organizational “report cards” with information about their programs, their teachers, and the academic performance of their students. For a handful of schools, this is a welcomed differentiator. For many others, not so much.

Challenge #2: Competition

This one is so multi-dimensional, it warrants further breakdown:

Charter schools – For parents whose choice of a private school is driven largely by dissatisfaction with their child’s assigned public school, charter schools often provide an attractive, cost-free alternative to paying tuition at a private school.

Improved public schools and school choice – Public schools are under the gun, and are making rapid changes in the face of the pressure. Public schools are working hard to improve student performance, and have extensive district, state, and federal resources to help them quantify and report those improvements. Secondly, increased in-district and other-district choices allow parents to put their kids into a “good school” available through the public system

For-profit school operators -- Organizations such as EdisonLearning, MosaicaEducation, and Nobel Learning Centers and bringing similar competition to nonprofit private schools as University of Phoenix and similar models did to traditional private universities.

Challenge #3: Demanding Parents

As parents grow more accustomed to the idea of choice, they become more discriminating and more demanding – of public AND private schools. Just as public schools have lost students to charters, so private schools will have to respond to the demands of a more educated and option-aware education-consumer.

Challenge #4: Rising Costs

The competition for good teachers, teacher’s demand for higher pay, must-have technology, and a generally rising-tide of expectations regarding facilities, grounds and student experience all are pushing costs higher. This is and will continue to be a significant long-term challenge for private education.

Challenge #5: Funding

Almost every school we encounter at EDGE is concerned with the short-and-long-term challenges of raising adequate operating capital through tuition and fundraising. More and more schools (and small colleges, and community colleges, and seminaries) and have or are looking to hire professional development help in hopes of raising additional financial support. But these professionals and their development offices/programs add cost, and each is looking to extract additional support from an almost-flat philanthropic landscape. (See our post It’s Harder Than Ever. Hurray! for some of the stats.)

But all these challenges can be met. We’ve trained over 150 leaders and worked with more than 25 private schools that were facing these challenges and more. They’ve done it. You can too. Call us if we can help.

[Posted by Shannon D. Barnes]

20 Apr 2012

Four Simple Steps Toward Good Governance

Meeting
Does your organization’s board practice good governance? Many don’t.

But the first steps of good governance are not hard to accomplish. In a recent study, the IRS discovered that charities are more likely to follow IRS tax rules if they:

  1. Have a written mission statement
  2. Always compare their organization to others in making decisions about compensation
  3. Have procedures to ensure that contributions and other revenues are used in accordance with the organization’s charitable mission
  4. Require all trustees to review the organization’s Form 990.

Charities were less likely to meet IRS standards when control of their organization was in the hands of one person or a small number of trustees, the study found.

Read the article here.

Whatever level of impact and excellence your board enjoys today, if your life-changing work has a chance of growing, it will require that the board’s competency and self-expectations continue to grow as well.

[Posted by Shannon D. Barnes]

20 Apr 2012

Dealing With the Summer Slow-Down

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The summer slump is a reality for nearly every church and nonprofit organization. John Frank, an EDGE friend and an experienced development consultant, recently posted “eight tips” on preparing for an dealing with the inevitable summer slowdown. Here they are:

Tip #1: Plan for the dip in giving. If you allow someone in your organization to take your annual goals for donations and divide by 12 for even income throughout the year, you will look really bad in June, July, and August. You must create an income curve that follows the true giving based on people, not numbers.

 Tip #2: Prepare for the summer months, making sure your giving opportunities are appropriate for your donor situations. Do you have appeals going out in April, May, or June? Remember to present opportunities for donors to give when you have the best odds of them taking the time to respond. If you have a special event planned before summer, make sure you fill the event as best you can. Once you get to May, donors are thinking about school graduations, summer camps, and vacation.

Tip #3: Consider your communication with Major Donors. Getting an appointment with a major donor during the summer is nearly impossible. Understand this about your relationships and communicate this to them. Invite them to give now as they will be taking a vacation and not thinking about the needs of the people you serve.

Tip #4: Trim your Impulse donor strategies during the summer. If you continue with your development strategies during the summer (as some organizations must) make sure you are not wasting money. Do not mail to low response segments. Keep your strategies focused only on those relationships that show a high propensity to give during the summer months. Cut expenses.

Tip #5: Depend on your Monthly Partners. Your faithful friends will be consistent through the summer. Let them know how much you appreciate and need their faithful support.

Tip #6: Use the summer time for fall planning. Get ready. Your fall is the critical time for donors to give. Plan each month for your increasing stewardship and development activities. Lay out your calendar. Make projections. Train your team. Update your case for support. Be ready

Tip #7: Use the summer time for writing projects. If you are updating or writing proposals for foundations, this is a good time to find focused and uninterrupted days. Make the most of these blocks of time.

Tip #8: Make a final push (or your “Prevent the Summer Slump” strategy). Let EVERYONE know that Summer Slump is coming. Let major donors, monthly, and impulse (direct mail, special events) donors know that you are preparing for THEIR lack of support during the summer months. (I am not saying to use guilt.) Give them a goal for May and June giving. Share how the programs need support all summer. Keep them focused on the mission, NOT the budget.

John’s final thought: start planning NOW. “These strategies will not be as effective if you wait until June to plan. Then you be playing catch-up. Get ready now. Discuss the realities of summer slump with your development team and organizational leaders. Show leadership!”

 

[Posted by Shannon D. Barnes. Need help finding the funds you need to fuel your work? Contact us to see how EDGE can help.]

20 Apr 2012

Does Your Board Have "Issues"?

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Dan Busby, the President of ECFA, recently posted a few of the salient points from the Issues in Nonprofit Governance Conference held at the Georgetown University Law Center. These are important items for the boards of the charities, churches, and schools EDGE serves:

 

  1. 92% of all charities in the U.S. (all 1.6 million of them) are under $1 million in annual revenue. Only 4% are above $10 million in annual revenue.
  2. A good question for boards to ask their leader: “What is it about our organization that keeps you awake at night?”
  3. Good governance is good risk management.
  4. Thinking of risk management, non-compliance with laws can be very expensive.
  5. If you review your board agenda over the last couple of years, will the agendas reflect what are the strategic issues for the organization? If not, redesign your agenda to highlight strategic issues.
  6. Boards and the organization’s leader consider potential policies together; boards approve policies; staff implements policies.
  7. Consent agendas are increasingly used by boards. Committee reports are often included in consent agendas. The board chair brings the consent agenda to the attention of the board and asks “Is there anything that should be removed from the consent agenda?" This provides an opportunity to determine if the documentation in the consent agenda was clear. If, after clarification, the board member still wants to remove the item from the consent agenda, it is removed to be considered as a regular agenda item.
  8. While executive sessions of boards are often helpful, they need to be run by very knowledgeable board chairs. Why? Because issues may be raised in the absence of the organization’s leader that should only be discussed in his or her presence. A knowledgeable board chair will say: “This topic is not appropriate for the executive session; this is an item for the full board agenda.” Another caution, if compensation of the organization’s leader is established in executive session, the action must be contemporaneously documented to qualify under the rebuttable presumption rules.
  9. Problems in boards are often traceable back 4-6 years when one or more board members were added and the individuals were not a good fit for service on a particular board. While the board (except for certain other governance styles) elects the board members, it is appropriate for the organization’s leader to raise his or her hand and say: “I am not sure this particular individual is a good fit for our board.” The leader and the board both pay the price when board members are added who are not a good fit.
  10. Boards should receive advance materials that are clearly understandable. Too many board materials are replete with “filler.”
  11. The “show-and-tell” board meetings: The board meeting consists primarily of one committee report, followed by another committee report, followed by another committee report. Result: Lack of board engagement.
  12. The “run-out-the-clock” board meeting. There is the series of “show-and-tell” reports that fills most of the meeting time. Since there are always planes to catch for some board members, the strategic planning issues are left to the end of the agenda and the board runs out of time to consider these important topics.
  13. Should non-board members be on committees? You get expertise without swelling the size of the board. However, on the flip side, you may be using people who don’t really understand your organization.
  14. Crises that could cause governance concerns often fall in three categories (1) sudden hit (a single catastrophic event), (2) the snowball effect (series of related events that pile up), and (3) the spotlight effect (one single event that triggers other events).
  15. In terms of board risk awareness, strive to cultivate a sense of possibility (what risks might occur)—both at the staff and board levels.

And the EDGE-y-est point of them all: Here's a question to get the creative juices flowing for your board: “What big risks should we take to advance our mission?”

[Posted by Shannon D. Barnes. We’re here to help you and your board provide High-Impact Leadership for the life-changing work you oversee. Visit our website or contact us to learn more.]

20 Apr 2012

John Maxwell on "The EDGE"

Here's how John talks about EDGE:

“It doesn’t mean I’m in the middle where there’s safety; it truly means I’m on the EDGE where there is risk, where there are some things that are not predictable, where there are some things I don’t understand and am probably not comfortable with.”

“When we’re on the EDGE, and we’re willing to take the risk and jump off, it is only then that we realize what we really can do.”

“Then all of a sudden, we’re flying. We’re flying because we were willing to take a risk. We’re flying because we were unwilling to stay in the center of safety. So my friend, step out on the EDGE.”

That's just what we think. The EDGE is the place where real things happen, where meaningful change occurs, where your life-changing work soars to new heights. The needs and people you serve are too important to live any where else.

Here's the video.

[Our mission: to help life-changing organizations LEAD, FUND, and unapologetically pursue mission-driven growth. Our focus: to find a better way to do more good. Are you ready to live on the EDGE?]

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