All posts by Jon Stahl

What tech skills should mission-driven nonprofits expect all of their employees to master?

What tech skills should mission-driven nonprofits expect all of their employees to master?

The-IT-Crowd-006I’m not talking about what we should expect the “digital” people to know — or the IT staff. These folks are always going to require a deeper set of particular skills that are going to vary greatly depending on their role and the particular organization. I’m asking a bigger and more abstract question: what skills should we expect of everyone who works in an organization trying to make change in the world — from the CEO to the administrative assistants, and everyone in between.

Is it simply enough to expect “proficiency with Word, Excel and Outlook?” Or, in 2014, should we be expecting more?

I think we can and should expect more.

Let’s start by unpacking the notion of “proficiency” with “basic office productivity software.”  There’s more here than meets the eye. Here’s my list of tasks I’d expect someone who has solid “intermediate proficiency” with the basic tools that are essential to modern mission-driven work to be able to perform.

  1. Format a document with style-based formatting, both in a word processor and in a website content management system
  2. Create, share and organize online documents and spreadsheets.
  3. Use “tracked changes” or similar document revision features to collaborate on a document with others
  4. Perform a basic mail merge from a spreadsheet, and be able to translate basic mail merge concepts to online tools such as broadcast email systems
  5. Compose and send a lightly-branded broadcast email message that looks good on a mobile phone
  6. Sort and filter a list in a spreadsheet
  7. Use common spreadsheet formulas to analyze data like SUM, AVERAGE, MEDIAN
  8. Create a simple chart or graph that follows most of Edward Tufte’s rules of good information design
  9. Crop and resize an image for use on the web or in an email
  10. Create a lightly formatted but professional-looking set of presentation slides that are compliant with an organization’s brand guidelines
  11. Set up and use an LCD projector
  12. Host and deliver a presentation online through webinar or online meeting software.
  13. Use text/video chat software like Skype, Google Hangouts, etc. for real-time communication with colleagues
  14. Manage one’s calendar online.
  15. Book appointments with colleagues and partners electronically
  16. Use a password manager to generate and manage secure passwords for online services
  17. Build a simple online survey and interpret the results
  18. Create rules or filters in an email client to organize your inbox
  19. Track tasks with a team using tools like Trello, Asana, Basecamp or Evernote
  20. Export a list of names or other data from one system in CSV format and upload the list into another system
  21. Create and manage an email discussion list
  22. Bonus: design the agenda for and facilitate an effective small group meeting

Bet you weren’t expecting 22 items. (Hey, did I leave anything important out? Leave a comment!)

Seriously: imagine how much more efficient and effective our organizations would be if we could count on all of our colleagues and allies to have mastered these basic skills.

I’m not naive; this is a high bar. Is the solution then to raise our hiring standards? Maybe. When I’m hiring folks, I certainly attempt to gauge how solid their technology skills are. But I realize that there are a lot of smart, bright and capable folks out there who couldn’t tick all of these boxes. That’s OK. College is supposed to teach you to read, write and think — it’s not supposed to be vocational education.

This means that employers need to be ready to train their people in the practical skills they need to excel in the workplace. Part of the job of any social mission organization is to bring in smart, bright and capable people and help them grow. This takes a strong organizational commitment to making those investments — and a strong organizational culture of peer learning. And you can be sure I am looking to hire people who are motivated and ready to learn (and to teach!).

Folks who are already in the social change workforce: you should see mastering as many of these skills as possible as an essential part of your job. These are the building blocks of 21st century social mission work.

Update 7/4/2014: edited slightly to incorporate great feedback from commenters below and on social media. Thanks, keep the feedback coming!

Approaching funders for program-related investments

At work, we helped put on  a great panel session on program-related investments (PRIs) [1] earlier this week. We had a packed house of 80+ folks and they asked a ton of great questions, including one from the CEO of a nonprofit with a revenue-generating social enterprise program: “As a nonprofit, who can I approach to invest in my social enterprise?”

Panelist (and my colleague) Peter Berliner offered the following answer: Foundations make PRIs for the same reasons they make grants: they see alignment between their philanthropic goals and the goals of the social enterprise. Second: they ask, “is it a reasonable business proposition?” So, it makes sense to ask for mission investments from foundations with whom you have existing relationships. Who supports your goals already?

Not only did I think this was a fantastic answer, it was almost verbatim the answer I gave for many years to nonprofits who asked me, “What foundations will be interested in funding my technology capacity needs?”

The old world connects with the new.

[1] PRIs, as the jargon goes, are foundation investments that are designed to yield below-market financial returns and accomplish social change goals.

Three dimensions of transformational leadership

I’ve been thinking a lot about what makes truly effective leaders in the social change sector. There are people who’ve devoted their entire careers to the question, and I don’t presume to their erudition. But lately, I’ve been reflecting on three key dimensions of organzational leadership that have really helped me understand organizations I’ve been involved with over the years.

External relations leadership

External relations is the classic, outward-facing dimension of leadership. It’s the one we often mistake for the whole ball of wax. External relations is about charisma, storytelling and selling the organization to the world at large. It’s a vitally important dimension of leadership, especially in the nonprofit sector, where donors and grantmakers often give based on emotion and relationships. Many nonprofits are founded by leaders who are strong on this dimension of leadership.

Management leadership

This is the internal-facing “make the trains run on time” function. Management leadership is what builds systems and processes; it allows organizations to execute consistently, with excellence and at scale. Few organizations can grow or be successful over the long term without developing strong management leadership. Leaders who are strong at management are often very different personalities than those who excel at external relations–they tend to be more introverted and detail-oriented. Many management oriented leaders are found in COO roles.

In many nonprofits, the top two people are a strong external relations leader and a strong management leader. This can be a pretty effective leadership model for some organizations, and is far preferable to a single CEO trying to perform both roles.

But if we stop with just these two leadership functions, we overlook something critical to the long term health and success of an organization: the leadership function that is focused on taking care of its people.

Nurturant leadership

Leadership is not just about strategy, sales and management, leadership is motivating and supporting people so they thrive and excel. It’s great to have a charismatic leader out front, and a management leader who can build and refine the internal processes. But someone has to be focused on taking care of the organization’s people as whole human beings. This is not an “HR” function; it’s a core leadership function.

Nurturant leadership is this dimension of leadership–and, unfortunately, it’s often overlooked–and consequently one of the biggest barriers to long-term organizational excellence.

Lots of organizations have a strong ED/COO combination providing external relations and management leadership. But these organizations sometimes have a tough time retaining talented staff over the long haul, because they are missing third leg of the leadership stool: a strong nurturant leader.

“But isn’t this the CEO’s job?” you ask. Well, it’s certainly the CEO’s responsibility to make sure the organization has sufficient nurturant leadership. But many CEOs struggle with this leadership function–particularly CEOs who are focused on external relations. External relations leaders are charismatic and visionary, but they are often ineffective at nurturant leadership for several reasons:

  1. Being outward-oriented means you’re out of the office lot. There are so many meetings to go to, donors and clients to pitch, speeches to give. External relations leaders are often on the road so much and in so many meetings with stakeholders that they don’t have the focused time it takes to nurture their teams.
  2. The more visionary and charismatic the leader, the more intimidating they often are. It’s hard to nurture people who are a little bit scared of you.
  3. A certain degree of narcissism often goes with the territory, and while it’s not unhealthy per se, it does tend to interfere with the empathetic demands of nurturant leadership.

Similarly, many management leaders struggle with this as well. When you are focused on building systems and processes, it is easy to slip over the line into caring more about “the system” than the people that must operate within it. Overall, though, I’ve seen a lot more people who are successful management/nurturant leaders than people who combine external relations and nurturant leadership.

The biggest lesson for organizations, though, is to explicitly attend to and elevate nurturant leadership as a discipline co-equal to external relations and management leadership. More on this in a future blog post.

Advice for consultants

Whenever I talk with consultants about their challenges, the conversation almost always results in me saying, “It sounds like you need to raise your rates a bit.”

I’m joining Philanthropy Northwest!

I’m pleased to share the news that I’ve signed on as Communications Director at Philanthropy Northwest!

PNW is the regional association of grantmakers, offers capacity building and consulting services to the philanthropic community through The Giving Practice, and also runs a national network of organizations focused on impact investing called Mission Investors Exchange.

I’m tremendously excited about this opportunity to apply my strategy, communications, collaboration and technology skills in a new set of networks. I’ll be starting on Monday by hopping on a plane to Juneau, AK for PNW’s annual conference–not the most traditional onboarding process, but it’ll be a great opportunity to dive into the deep end of the pool!

I’m jumping sectors a bit from environment to philanthropy, the essence of the work remains the same–building, connecting and inspiring people around social change. There’s enough that’s familiar for me to feel confident I can do the work, and, even better, a ton I’m looking forward to learning from my new colleagues and peers.

See you out there!

Things I should write

The following article titles have been staring out at my from my “drafts” folder for months (or longer):

  • Can we save the planet with grants averaging $40k?
  • How do we measure the effectiveness of organizing and advocacy?
  • Running Agile non-software projects (like campaigns)

Clearly I’m not getting around to them. Crowdsourcing anyone? ;-)

How to measure the effectiveness of GiveBig and other “day of giving” campaigns?

Today, May 15, is GiveBig, Seattle’s third annual “day of giving” event. Created by the Seattle Foundation in 2011, the idea is to focus attention on charitable giving, raise the public profile of the Seattle Foundation and of course raise some dough. There are similar events in many other cities now, and even a national “GivingTuesday” event right after Thanksgiving.

But how do we know whether GiveBig and similar day of giving type events are really working?

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