Why rebels win.
Iconoclast leaders and the excuses they ignore.
Making excuses is easy. There’s always fodder for pessimism.
“The Fiscal Cliff Has Arrived – and With It, Cuts, Layoffs, and Crisis.”
“The Empty C-Suite: Nonprofit Executives Are Leaving to Become Consultants.”
“Fundraisers Stare Down a Tough Year After a Tight Giving Season.”
With headlines like these, you can justify all kinds of problems: lackluster fundraising efforts, poor recruiting and retention, a plateau in impact metrics.
There will always be naysayers, and now is an uncertain time for state agencies and nonprofits. Nevertheless, there are executive directors bullish about the future. Blending optimism, determination, and some good ole anti-social stubbornness, they reshape their expectations. It’s a mindset. A type. They’re rebels. And here are six things they have in common.
1 |
They’re dissatisfied with the status quo. |
Many of our problems are getting worse instead of better. That means the ways we are going about trying to fix them aren’t working. The best executive directors seem frustrated by conventional approaches. They are steadfast in their search for a better way, and they are willing to be the first to try something new. Empathy isn’t the same as understanding. You must understand what biases and heuristics are impacting the behavior you are trying to change, and you can’t do this without qualitative and quantitative research. Say it with me: “Every one of us has inherent blind spots that research can unearth.” |
2 |
They run their enterprise like a business. |
A friend of mine likes to say: “Nonprofit is a tax classification, not a mindset.” He’s insistent that his team realize that they are in business to raise money, invest that money to serve their community and make payroll. They’re not afraid to talk about money and they understand that you must spend money to make money. That perspective helps his organization avoid the scarcity mindset that plagues so much of the field. |
3 |
Their inspiration comes from the people they serve. |
It’s more than empathy; it’s respect. The executive directors making the biggest impact are those who either: a) have directly shared their beneficiaries’ plight, or b) have fielded significant research to understand the point of view of those they are trying to help. Finding and overcoming blind spots is paramount to them. |
4 |
Their ego doesn’t get in the way. |
“It’s not about me.” That’s a simple statement on the surface, but it’s profound when you see it lived. The most effective leaders are looking for ways to champion their team, case workers, or cause. They’re not in it for recognition. They’re often too busy writing and directing their own movie to appear on camera. |
5 |
They take a macro view. |
Our problems are persistent because their causes and solutions are complex. Cause champions understand the web of interrelated issues that lead into and out of the circumstances they are trying to conquer. Increasingly, that also means cooperating with other agencies and nonprofits. So seeing others as collaborators instead of competitors is a hallmark. |
6 |
They share a willingness to combine science with street smarts. |
As someone whose approach involves behavioral science, I can appreciate the desire to understand the biases and heuristics behind human behavior. I believe that science is the key to the search for a better way. But science alone isn’t the fix. We can study the issue forever and not change a thing. Rebels know when and how to make decisions and get things done. |
I suppose that’s the most important distinction – getting things done. That requires calculated risks, failing occasionally and course correcting along the way. It also means not waiting for permission. Or looking for excuses.
Rebels don’t have time for excuses. Besides, the news they subscribe to isn’t all bad. Nonprofit employment has grown 33 percent over the past 15 years. (That’s versus nine percent in the private sector.) And state governments are working to increase collaboration between agencies to solve our most complex (and expensive) problems. Though the recent path has been rough for the cause sector, 69 percent of America’s 1.5 million nonprofits believe they’ll increase revenue in 2024. I hope yours is one of them.
Let’s fix something,
Kevin
