I keep hearing this tentative questioning among my colleagues asking “how are you doing?” and the responses seem to be, “we’re working a lot harder to accomplish the same things with less.” Workloads have changed. Most aren’t complaining, they’re happy to have workloads. They’re even happier if their paychecks haven’t changed. You’ve heard the saying “work smarter, not harder.” In these times of financial flux, defining “smarter” takes on a broader meaning. Smarter may need to be redefined.
Smarter in this economy may mean taking a hard look at resources and balancing what’s deliverable from a mission perspective against what you have or can count on having. What are the agency’s core services and how best can services be provided to those who count on them? It’s important to serve those that count on your agency’s services well while not letting the quality of your programs suffer. Internally is your agency operating efficiently? Externally, who might want to share resources or models of efficiency?
Let staff know you appreciate their efforts and their ideas. Encourage them to communicate with you and their teammates. Making changes and seeking out creative solutions requires current, solid information. Engage staff in some imaginative discussions at staff gatherings that capture fresh ideas and solutions.
Smarter definitely means giving your board members a true accounting of what you’re dealing with. Ask them for their support and advice. Define for them what changes you are seeing and how these changes impact the agency and how they can help. Keep in mind they may be dealing with these same issues in their professional lives. Their role is to govern, strategize, fundraise and advocate, but they can also be your cheerleader. Good old moral support is always appreciated and doesn’t cost anything.
Communicate with your funders and donors. Let them know what actions the agency is undertaking to efficiently respond to the needs in your community. Seek out their opinions and advice as well.
And always, always find out what your constituents need. Your agency’s existence is based on what you provide for them.
You might want to read the seven steps for managing in tough times from the Bridgespan Group which includes a survey of 100 nonprofit leaders:
http://www.bridgespan.org/LearningCenter/ResourceDetail.aspx?id=2638
Debra Box
Executive Director
Smarter in this economy may mean taking a hard look at resources and balancing what’s deliverable from a mission perspective against what you have or can count on having. What are the agency’s core services and how best can services be provided to those who count on them? It’s important to serve those that count on your agency’s services well while not letting the quality of your programs suffer. Internally is your agency operating efficiently? Externally, who might want to share resources or models of efficiency?
Let staff know you appreciate their efforts and their ideas. Encourage them to communicate with you and their teammates. Making changes and seeking out creative solutions requires current, solid information. Engage staff in some imaginative discussions at staff gatherings that capture fresh ideas and solutions.
Smarter definitely means giving your board members a true accounting of what you’re dealing with. Ask them for their support and advice. Define for them what changes you are seeing and how these changes impact the agency and how they can help. Keep in mind they may be dealing with these same issues in their professional lives. Their role is to govern, strategize, fundraise and advocate, but they can also be your cheerleader. Good old moral support is always appreciated and doesn’t cost anything.
Communicate with your funders and donors. Let them know what actions the agency is undertaking to efficiently respond to the needs in your community. Seek out their opinions and advice as well.
And always, always find out what your constituents need. Your agency’s existence is based on what you provide for them.
You might want to read the seven steps for managing in tough times from the Bridgespan Group which includes a survey of 100 nonprofit leaders:
http://www.bridgespan.org/LearningCenter/ResourceDetail.aspx?id=2638
Debra Box
Executive Director
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