Know when (and what) to quit.
How a new fiscal year can be the thing that saves you.
If talking about your next fiscal year feels a bit like Home Depot putting Christmas decorations up before Halloween, I understand. But for most nonprofits and state governments, it’s now time to begin developing strategic plans and operating budgets that will start on July 1. If this thought is overwhelming or brings on pangs of dread, let me offer a new perspective that might energize this process.
Start with what you need to stop.
As children on the playground or adults climbing the corporate ladder, we’re taught that quitting is bad. In the words of every coach that ever wore a whistle: “Don’t be a quitter.” Toughing it out, powering through and persevering through adversity are seen as virtuous.
I see so many state agencies and nonprofits continuing behaviors that are not only ineffective but also counterproductive. Organizations, particularly those in the business of good, are really bad at knowing when to quit.
You’re probably already thinking about something you know you should stop. Here are some of the most common:
Continuing your annual fundraising event that barely raises enough money to cover the costs and staff time.
Keeping the staffer that drains the morale of your team and resists changes that would improve outcomes.
Maintaining a legacy service offering that holds little appeal to public funders or grantmaking organizations.
As quickly as these instinctive thoughts appear, along come the excuses:
“We can’t eliminate our annual gala (or luncheon, silent auction, etc.). Our donors expect it. Friend raising is as important as fundraising.”
“Jane is essential. I don’t know how we’d function without her.”
“There’s no way we can stop doing X. Who other than us would fulfill the need?”
Here’s the truth:
The time and effort that goes into your gala would be better spent pursuing one or two major donors.
No employee is irreplaceable.
If you stopped doing X, no one else would do it because the impact just isn’t there.
If you need some more convincing, let me suggest Julia Keller’s latest book, Quitting: A Life Strategy: The Myth of Perseverance and How the New Science of Giving Up Can Set You Free. Keller’s book blends science with true stories that show how quitting needn’t be bad and can often lead to greater success.
Reading Keller’s book coincided with my guiding a client through the development of a three-year strategic plan. The overlap turned out to be inspiring. We began the process by looking at the previous plan and asking, what do we need to cut?
Behavioral science has a framework for change, the Fogg Behavior Model. It posits that for behavior to change, three elements must converge: motivation, ability and a prompt.
Here’s how I see the model applying to nonprofits and state agencies:
Motivation: You and your staff are tired of doing more with less.
Ability: You’re responsible for setting your organization’s course, and the change you need to make is not as difficult (or as painful) as you think.
Prompt: The need for a plan and budget that begins on July 1.
I hear from so many executive directors that are approaching burnout. If that trajectory applies to you, it’s a signal that change is needed. Abandoning some aspects of your enterprise isn’t a failure. Quitting a few well-intentioned but bad habits might save you from quitting your job. Make figuring out what you need to stop your New Fiscal Year’s resolution.
Cheers,
Kevin
