When it comes to Human Resources, are you covered? At a recent networking event, a colleague mentioned that because her organization functions with a small staff, she was unsure what formal Human Resources systems were necessary. I shared with her that having a basic system is critical to the effective function of any nonprofit organization, even those with an all-volunteer staff.
It’s time we talked about one of the taboo topics of the nonprofit world: the topic of “profit.” One thing I have learned over my career is that if you’re going to have a viable organization, you’ll need to get used to the word. In fact, this is one of the most important concepts that everyone in the organization, regardless of their role, needs to consider in their decision-making process.
We can find it very easy to feel consumed by our jobs, especially as nonprofit leaders. If you’re like me, you’re extremely passionate about executing your mission, one you consider crucial in today’s world. Yet you may also feel there’s never enough time to do it all, and fires constantly popping up further increase your time demands. Your job’s pull can quickly take over all your time – both professional and personal.
Fundraising is a perennial challenge for nonprofit executive directors and CEOs. The typical cycle is: you have a number of projects, you’re very busy, and so fundraising slacks off. Then you wake up at 3:00 a.m. one morning realizing all of the projects you have are sun-setting, so you panic and begin to search for new funders anywhere you can find them- no matter how long the shot. Everything else, including current projects, staff issues, and operations, is set aside to get new funding in the door. Before you know it, you’re back to having so many projects at once that you let your pipeline of funding languish again. As a result, you’re feeling like a hamster on a wheel. Yet there’s an even darker scenario as your projects sunset—you cannot find replacements, and you soon find yourself without revenue and you have to close your doors.
There’s a pervasive myth in the nonprofit world that I like to call the “uber” board. Nonprofit leaders have all heard of it—this incredible body of selfless individuals constantly doing it all - fundraising, advising, leading, volunteering, and supporting. You’re often told in person and via field literature that this is the board you must have, anything less, and your board isn’t fully functional, it is perhaps even dysfunctional, and it reflects on you as a nonprofit leader.