This is the 100th post on this blog. It's taken just over a year to get here. Thanks for lurking, thinking, and especially to those who have commented.
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Our desire is that our credibility, influence, and investments bring a catalytic effect to the leadership of every organization we work with. As we do so there will be a release of energy that will sometimes be messy, but always impactful.
When we say Catalyst, this is what we mean. We use all our resources to accelerate the changes needed to move nonprofits forward. As we do we expect to see results; greater efficiency and effectiveness, stronger commitment, more people helped. Along the way the value placed on developing leadership, the growing sense of generosity, and the confidence to work in synergy with others show us that we're on the right track.
We hope our interaction with nonprofits is a little bit like throwing a couple Mentos into your Diet Coke.
(And for those who need to understand, the Mythbusters can explain what's happening in that bottle).
Showing posts with label Vision. Show all posts
Showing posts with label Vision. Show all posts
Friday, February 27, 2009
Story is Vision
"The careful telling of the story creates ripples for everybody; including me" - Brian Stiller, Tyndale Seminary (from a FreeFORM interview).
Defining, redefining, revealing, and sharing our vision is one of the difficult challenges of leadership. There are endless resources on how to do this, but lately I've found the best and most intuitive way of doing it is through storytelling.
In recent meetings with two groups where we worked on mission/vision/values matters we experimented with beginning the process by telling the stories of those moments where we felt our organization was performing at our best. Out of that comes not only an easily emerging picture of what we most want to be, but also an energizing reminder of what we're all about. We end up with statements and stories that become central reflections for us and which we believe in at a deep level. And it's wicked fun.
As the appreciation for the value of narrative continues to move from the world of academic criticism and artistic expression into the realm of leadership and strategy the potential for better engagement of all levels of stakeholders is exciting.
One simple process:
-Ask your board/team/committee/etc. to spend a little in advance thinking about the very best moments and memories they have of your organization. these could include not only the work with your clientele; but fundraisers, staff interactions, resources embraced, board meetings, and more. the point is to uncover the times when you experienced the best of what you can be.
-Begin the session with someone telling the broad story of your organization's history. As they do; everyone is encouraged to note and post ideas from the story that might relate to Mission/Vision/Values. (We've handed out post it notes and put flip chart pages on the wall to capture these thoughts).
-Invite all to add their own stories of highlight moments; and continue noting the themes.
-When the stories began to run out, review everything posted to ensure understanding and adjust the location of notes where needed.
-Synthesize these notes to expose the strongest themes and try to turn these into shared statements or even a simple image or narrative.
Does it work? So far, so good.
This is the revised Vision Statement for Catalyst:
Catalyst is committed to developing leadership in compelling nonprofit organizations as their dreams become action to transform lives.
Defining, redefining, revealing, and sharing our vision is one of the difficult challenges of leadership. There are endless resources on how to do this, but lately I've found the best and most intuitive way of doing it is through storytelling.
In recent meetings with two groups where we worked on mission/vision/values matters we experimented with beginning the process by telling the stories of those moments where we felt our organization was performing at our best. Out of that comes not only an easily emerging picture of what we most want to be, but also an energizing reminder of what we're all about. We end up with statements and stories that become central reflections for us and which we believe in at a deep level. And it's wicked fun.
As the appreciation for the value of narrative continues to move from the world of academic criticism and artistic expression into the realm of leadership and strategy the potential for better engagement of all levels of stakeholders is exciting.
One simple process:
-Ask your board/team/committee/etc. to spend a little in advance thinking about the very best moments and memories they have of your organization. these could include not only the work with your clientele; but fundraisers, staff interactions, resources embraced, board meetings, and more. the point is to uncover the times when you experienced the best of what you can be.
-Begin the session with someone telling the broad story of your organization's history. As they do; everyone is encouraged to note and post ideas from the story that might relate to Mission/Vision/Values. (We've handed out post it notes and put flip chart pages on the wall to capture these thoughts).
-Invite all to add their own stories of highlight moments; and continue noting the themes.
-When the stories began to run out, review everything posted to ensure understanding and adjust the location of notes where needed.
-Synthesize these notes to expose the strongest themes and try to turn these into shared statements or even a simple image or narrative.
Does it work? So far, so good.
This is the revised Vision Statement for Catalyst:
Catalyst is committed to developing leadership in compelling nonprofit organizations as their dreams become action to transform lives.
Tuesday, February 3, 2009
Vision - Look Behind You
I am increasingly convinced that a key to crafting direction, for organizations as well as individuals, is to look into the past. With few (if any) exceptions what we will become at our best is rooted in things that have been true since our beginning.
When I work with individuals on figuring out their best context it is invaluable to spend 45 minutes hearing stories from earlier in their life of things they enjoyed doing and felt they did well. Reflection on those things makes figuring out next steps much easier.
The same is true for organizations. Dr. Carson Pue of Arrow Leadership International shares his thoughts in his latest To The Point e-newsletter:
The visioning process is draining and unpleasant when we get bogged down in concepts and semantics, but it is quite invigorating when we turn our attention to the best of our past to see the best of our future. Try it.
When I work with individuals on figuring out their best context it is invaluable to spend 45 minutes hearing stories from earlier in their life of things they enjoyed doing and felt they did well. Reflection on those things makes figuring out next steps much easier.
The same is true for organizations. Dr. Carson Pue of Arrow Leadership International shares his thoughts in his latest To The Point e-newsletter:
...the board of directors and I devoted a year to listening to God and seeking His guidance as to the future vision for our organization. We had seasons during this pursuit that drained us, so we asked a friend and strategic partner to come and facilitate a board vision meeting. It was during this day that I heard from him one of the most profound statements I have ever heard on vision. Here it is…
“The seeds of your future are found in what you have already been doing.”
Futurist John Scharr affirms this as well reminding us that, "The future is not some place we are going to, but one we are creating.” We have already been creating our future! So we spent a half day reviewing what we have been doing over the past 18 years – made a list of these and our ‘vision’ popped out at us. It is a grounded vision - and has lots of traction. As a result our team is energized, committed and filled with meaning.
Maybe it is time to ground your vision?
The visioning process is draining and unpleasant when we get bogged down in concepts and semantics, but it is quite invigorating when we turn our attention to the best of our past to see the best of our future. Try it.
Monday, December 22, 2008
A Preferred Future
Nonprofit guru Peter Brinckerhoff just posted his thoughts on what he hopes the future of nonprofits could hold. Here are a couple from him:
I haven't asked him, but I bet Mark Petersen would agree with these, even as he leads us in this direction through Bridgeway. Their commitment to transparency, like that of the gang at Maclellan in the US is exemplary.
3. I want funders of all kinds (foundations, corporations, government, individuals) to accept the fact that when they fund nonprofits, they purchase services, they don't get to control the nonprofits in ways that don't benefit the mission. This means much less silly micromanagement.
4. I want everyone to be more transparent, both inside and outside their organizations. This means both nonprofits but also the funders.
5. I either want foundations and government to stop worrying about administrative percentages or start living by a 10-12% admin share themselves.
I haven't asked him, but I bet Mark Petersen would agree with these, even as he leads us in this direction through Bridgeway. Their commitment to transparency, like that of the gang at Maclellan in the US is exemplary.
Friday, November 21, 2008
A Most Dangerous Question
Is your organization redundant?
If you were being totally honest and no one else had to hear what you said, could you convince yourself that what you are currently doing couldn't be done as well or better by someone else?
The way you answer this question is pretty revealing. If you can't quickly point to some strategic niche or unique approach there is a good chance that you aren't fulfilling your needed role in the big picture of nonprofit/ministry work.
That's not to say you should delete the website and shut down the office, but you should invest some effort in figuring out what it is that you are uniquely ready, willing, or able to do.
Within ten minutes of my home there are at least fifteen Protestant churches, and to my knowledge none of them are full. In Canada there are at least 3 organizations working to provide specific leadership training to the particular market of Christian women. At any given university there are multiple campus organizations committed to expressing the truth and grace of Jesus. Ontario has dozens of Christian summer camps. There are multiple emerging leader programs, church planting groups, intensive ministry leadership programs, microfinance providers, and granting foundations. Someone has to ask if all of them are truly needed.
Repetition is expensive. When it adds no value it is also wasteful.
Organizations and individuals would serve all of us well by having a very raw consideration of what they uniquely bring to the community and whether they are meeting real needs or just sustaining the incomes or egos of their staff and leaders.
I suspect that in reality there is need for more, not less, in most areas. The needs in our society and around the world are enormous and varied.
What is not needed is mindless mimickry and pointless sameness.
One of the values we hold highly at Catalyst is synergy. On a weekly basis we review how we have been able to bring together separate entities for the betterment of all. It's hard to do that if the separate entities are essentially identical.
A challenge: Ask your organization's leaders to (in five minutes or less) articulate clearly what it is about you that is distinct from other similar organizations and why things would truly be worse if you ceased operations.
The responses to that exercise will tell you more about where you should invest time, money, and energy than almost any strategic consultant.
If you were being totally honest and no one else had to hear what you said, could you convince yourself that what you are currently doing couldn't be done as well or better by someone else?
The way you answer this question is pretty revealing. If you can't quickly point to some strategic niche or unique approach there is a good chance that you aren't fulfilling your needed role in the big picture of nonprofit/ministry work.
That's not to say you should delete the website and shut down the office, but you should invest some effort in figuring out what it is that you are uniquely ready, willing, or able to do.
Within ten minutes of my home there are at least fifteen Protestant churches, and to my knowledge none of them are full. In Canada there are at least 3 organizations working to provide specific leadership training to the particular market of Christian women. At any given university there are multiple campus organizations committed to expressing the truth and grace of Jesus. Ontario has dozens of Christian summer camps. There are multiple emerging leader programs, church planting groups, intensive ministry leadership programs, microfinance providers, and granting foundations. Someone has to ask if all of them are truly needed.
Repetition is expensive. When it adds no value it is also wasteful.
Organizations and individuals would serve all of us well by having a very raw consideration of what they uniquely bring to the community and whether they are meeting real needs or just sustaining the incomes or egos of their staff and leaders.
I suspect that in reality there is need for more, not less, in most areas. The needs in our society and around the world are enormous and varied.
What is not needed is mindless mimickry and pointless sameness.
One of the values we hold highly at Catalyst is synergy. On a weekly basis we review how we have been able to bring together separate entities for the betterment of all. It's hard to do that if the separate entities are essentially identical.
A challenge: Ask your organization's leaders to (in five minutes or less) articulate clearly what it is about you that is distinct from other similar organizations and why things would truly be worse if you ceased operations.
The responses to that exercise will tell you more about where you should invest time, money, and energy than almost any strategic consultant.
Unique is the point
Too often we get the impression that leadership is a topic or skill set that can be learned in isolation from other things. I know of more than one "leader" with outstanding credentials who are making significant, obvious, and damaging blunders with stunning frequency.
As we're nearing the end of our pilot project of the Catalyst Leadership Program at Abbey Park High School in Oakville, I am more aware than ever that leadership can't be developed independently from action. There must be a cause, group, or effort you are currently pursuing for their to be meaningful benefit to leadership training. Context is crucial.
That belief may be the distinctive of our program. We begin by trying to help the students identify their own dream, the thing in this world that they are uniquely able to address. Often they find that the seeds of their purpose have been in there lives since childhood.
Only after identifying that dream can they get the real benefit of the rest of the program where we dig into how we can and must develop our Competence, Character, and Context in order to bring about our desired change.
This week I saw some of the students "get it". Somehow a little light went on and they began to see that there are certain things about them that are truly unique, and that it is in those things that their dream should be found. I loved connecting with a few of them after class to explore what that might mean.
When I was in high school one of the classrooms had a poster with a stanza of that famous poem:
Two roads diverged in a wood
And I took the road less travelled by
And that has made all the difference
One of my friends thought that was an expression of regret rather than a victory cry. I consider his response tragic.
As we're nearing the end of our pilot project of the Catalyst Leadership Program at Abbey Park High School in Oakville, I am more aware than ever that leadership can't be developed independently from action. There must be a cause, group, or effort you are currently pursuing for their to be meaningful benefit to leadership training. Context is crucial.
That belief may be the distinctive of our program. We begin by trying to help the students identify their own dream, the thing in this world that they are uniquely able to address. Often they find that the seeds of their purpose have been in there lives since childhood.
Only after identifying that dream can they get the real benefit of the rest of the program where we dig into how we can and must develop our Competence, Character, and Context in order to bring about our desired change.
This week I saw some of the students "get it". Somehow a little light went on and they began to see that there are certain things about them that are truly unique, and that it is in those things that their dream should be found. I loved connecting with a few of them after class to explore what that might mean.
When I was in high school one of the classrooms had a poster with a stanza of that famous poem:
Two roads diverged in a wood
And I took the road less travelled by
And that has made all the difference
One of my friends thought that was an expression of regret rather than a victory cry. I consider his response tragic.
Thursday, November 6, 2008
Hiring for Vision
Yesterday I spent time talking with Regan Heffernan, principal of Abbey Park High School in Oakville. I had heard from some of his staff that he was a great person to work for, Abbey Park is a new school with an impressive reputation. Half and hour with Mr. Heffernan explains a big part of why.
When interviewing potential new staff, he sends them the school's Mission, Vision, and Values 12 hours before the interview; then gives them a few minutes to explain why they can advance that agenda. The response is very revealing and they consistently have many times more applicants than opportunities.
Most organizations have taken the time to develop a written expression of their reason for being; but few make the ongoing efforts required to ensure those statements become truly their ethos.
When interviewing potential new staff, he sends them the school's Mission, Vision, and Values 12 hours before the interview; then gives them a few minutes to explain why they can advance that agenda. The response is very revealing and they consistently have many times more applicants than opportunities.
Most organizations have taken the time to develop a written expression of their reason for being; but few make the ongoing efforts required to ensure those statements become truly their ethos.
Wednesday, October 8, 2008
Abbey Park Underway
This morning we began our first program of leadership development for high school students. We are with a class of 24 through the business department of Abbey Park High School in Oakville, ON.
It was a good start as we explored the ways in which those things we did as children that we really enjoyed and thought we did well can often lead us to themes or patterns for the rest of our lives. It was encouraging to see many of the class appear to be engaging with the ideas and process.
We'll be together for a total of 7 sessions over the next 8 weeks and each student will ultimately have the opportunity to produce a personal action plan to take steps toward turning their life dreams into reality.
Already a few took the risk of sharing some areas in which they want to do something meaningful; from being in a position to care for their own families as well as they've been cared for, to educating poor children around the world beyond a basic level, to improving recreational facilities in the local community. There was a tangible energy shift in the room when a few people talked about their lives accomplishing something they identified as meaningful.
As part of the session I recommended the book "What's Your Red Rubber Ball" by Kevin Carroll, who also wrote "Rules of the Red Rubber Ball". It was great to be able to leave a copy of the book for the students to dig into.
A couple other highlight moments:
-the look on their faces when instead of saying good morning I opened with a game of Simon Says
-watching some faces light up as they started telling each other their own childhood stories
-seeing an enthusiastic teacher and being able to quickly affirm in front of the class that she has had a lifelong preparation for what she is doing right now
-having one of the students join the accompanying facebook group for the program before I even made it to the parking lot
I'll post more on this as the weeks go by
It was a good start as we explored the ways in which those things we did as children that we really enjoyed and thought we did well can often lead us to themes or patterns for the rest of our lives. It was encouraging to see many of the class appear to be engaging with the ideas and process.
We'll be together for a total of 7 sessions over the next 8 weeks and each student will ultimately have the opportunity to produce a personal action plan to take steps toward turning their life dreams into reality.
Already a few took the risk of sharing some areas in which they want to do something meaningful; from being in a position to care for their own families as well as they've been cared for, to educating poor children around the world beyond a basic level, to improving recreational facilities in the local community. There was a tangible energy shift in the room when a few people talked about their lives accomplishing something they identified as meaningful.
As part of the session I recommended the book "What's Your Red Rubber Ball" by Kevin Carroll, who also wrote "Rules of the Red Rubber Ball". It was great to be able to leave a copy of the book for the students to dig into.
A couple other highlight moments:
-the look on their faces when instead of saying good morning I opened with a game of Simon Says
-watching some faces light up as they started telling each other their own childhood stories
-seeing an enthusiastic teacher and being able to quickly affirm in front of the class that she has had a lifelong preparation for what she is doing right now
-having one of the students join the accompanying facebook group for the program before I even made it to the parking lot
I'll post more on this as the weeks go by
Tuesday, September 2, 2008
Scaleability
One of the factors we consider in evaluating grant applications is whether the proposal and the organization are scaleable. By that, I mean is there the possibility for the same system to be repeated either larger or smaller, ultimately serving and reaching more people.
That might simply mean making it possible for Catalyst to fund a portion of the requested funds allowing the organization to pursue their vision to a reduced degree initially; but ideally it means that what is being done can flex and grow with minimal costly restructuring.
This article talks about the realization by an American mega-church pastor that what works in developed urban centres in the Western world isn't scaleable in most places; and the way it has affected him and his organization.
Scaleability is rooted in the development of multiple leaders and simple, effective systems. It usually involves a return to the central historic origins of the vision and the willingness of the power brokers to open their hands and lead through influence rather than control.
That might simply mean making it possible for Catalyst to fund a portion of the requested funds allowing the organization to pursue their vision to a reduced degree initially; but ideally it means that what is being done can flex and grow with minimal costly restructuring.
This article talks about the realization by an American mega-church pastor that what works in developed urban centres in the Western world isn't scaleable in most places; and the way it has affected him and his organization.
Scaleability is rooted in the development of multiple leaders and simple, effective systems. It usually involves a return to the central historic origins of the vision and the willingness of the power brokers to open their hands and lead through influence rather than control.
Friday, August 15, 2008
A Primer on Microfinance
Last week I recommended a book on microfinance. After a really good meeting on Wednesday with Opportunity International - Canada I was sent this article that breaks the idea down into a pretty manageable chunk while also exploring the edges of the approach.
Microfinance is going to be a key piece to our strategy.
Microfinance is going to be a key piece to our strategy.
Wednesday, August 6, 2008
Gaining Perspective
Two books are strongly shaping our approach to our philanthropy as we enter our September funding cycle (draft proposals due August 15th):
Out of Poverty by Paul Polak, founder of International Development Enterprises.
and
A Billion Bootstraps by Phil Smith and Eric Thurman, who have had ties to Opportunity International.
These two books, combined with the time we've spent getting to know Medical Ministry International, (and is anyone pushing Willie Hunter to write a book?) are giving us a vision for using our resources to bring lasting change to deeply poor communities.
Watch for a major revision to our website very soon that will explain this further.
Out of Poverty by Paul Polak, founder of International Development Enterprises.
and
A Billion Bootstraps by Phil Smith and Eric Thurman, who have had ties to Opportunity International.
These two books, combined with the time we've spent getting to know Medical Ministry International, (and is anyone pushing Willie Hunter to write a book?) are giving us a vision for using our resources to bring lasting change to deeply poor communities.
Watch for a major revision to our website very soon that will explain this further.
Wednesday, March 19, 2008
Good People Dreaming
As I mentioned recently, I spent a couple days last week with representatives from the Salvation Army (Canada and Bermuda) who were brought together by the Territorial Youth Secretary David Ivany, who is a compulsive dreamer and committed champion to the youth and youth workers he serves. Our agenda was to develop a "manifesto" for youth work across the territory. It was a bold target, if we were to come up with anything more significant than just another evocative t-shirt slogan. Thankfully, this group was not only willing to enter into the process, they were also unwilling to take the easy way out. I was both impressed and inspired.
A couple highlights:
-one of the youngest people in the group standing up to me when one of my suggestions would have led us to an earlier conclusion that would have beeen far inferior than what emerged. There was a reason this was one of the people the group selected to put their shared heart cry into words.
-Dave Ivany saying tto mee in a quiet that he has the best job in the world because all he has to do is champion the work of amazing peoplee whilee they willingly go out and do it.
-seeing people work to set aside their personal biasses for the sake of discerning a God-given direction.
-seeing a very high degree of thoughtful reflection and theology that supports some remarkably innovative work among the many desperate communities both in urban centres and rural areas.
-being welcome in the presence of people who show courage to stand up for what they believe they are called to.
The product of this process can be seen at the Salvation Army youth website. It is worth your time to have a look, and add your responses to the discussion.
A couple highlights:
-one of the youngest people in the group standing up to me when one of my suggestions would have led us to an earlier conclusion that would have beeen far inferior than what emerged. There was a reason this was one of the people the group selected to put their shared heart cry into words.
-Dave Ivany saying tto mee in a quiet that he has the best job in the world because all he has to do is champion the work of amazing peoplee whilee they willingly go out and do it.
-seeing people work to set aside their personal biasses for the sake of discerning a God-given direction.
-seeing a very high degree of thoughtful reflection and theology that supports some remarkably innovative work among the many desperate communities both in urban centres and rural areas.
-being welcome in the presence of people who show courage to stand up for what they believe they are called to.
The product of this process can be seen at the Salvation Army youth website. It is worth your time to have a look, and add your responses to the discussion.
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