Category Archives: -By Author

“One Minute Mentoring” Book Review

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

“One Minute Mentoring” Ken Blanchard & Claire Diaz-Ortiz, Harper Collins (2017)

This small and simple book packs a punch. Ken Blanchard, author of the best-selling “One Minute Manager”, and Claire Diaz-Oritz bring much wisdom to the table for managers and prospective mentors to take in. This book is for both mentors and mentees. Mentoring has been around for a long time but only recently surfaced as a leadership development tool in the business world. This book informs prospective mentors how to, including a systematic format. Blanchard talks about ways to keep the mentoring on track and focused. He explains what an initial meeting looks like for a mentor and mentee, “A successful first meeting with a potential mentor or mentee puts the personal before the tactical. The essence supersedes the form. Do your values match?? Do your personalities click?? Does the conversation flow??” The authors conclude with a discussion of comparing and contrasting the differences between coaching and mentoring. I recommend this book as a primer on mentoring and how it can be a game changer for all of us.

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

Managing Conflict Between Direct Reports

Adrianne Geiger Dumond

 

One of the most worrisome tasks of a manager is managing conflict between direct reports – especially when it spills over into the staff. Rather than ignoring the situation, here are some steps to take to lessen the toll on everyone, and it is a manager’s responsibility to be held accountable.

Step 1: Setting the tone for a meeting: Preparing for a meeting requires a boss to think objectively, be open-minded about rumors and accusations, look only for the facts. For example: “I have called us together today to discuss the differences you two have, to try to understand what is going on, and to see what we can agree upon going forward. I am concerned for you and how it is affecting our team. I know how committed each of you is to the mission, so I hope we can find some agreement. Are you willing to try?”

 Step 2: Fact Finding: “ I think it might be helpful if you explained what the differences or disagreements are about. I ask each of you to tell us as objectively, clearly and specifically as you can, your perspective on the conflict. Afterward, each of you may ask the other any questions you have. Who would like to go first?” (If this goes well, thank them for their openness and candor. The manager’s job at this point is to push for clarity, remain open-minded and be supportive of the effort.)

Step 3: Describing today’s agenda: “ Now let’s see if we can find some solutions. I would like each of you to think a minute, and then tell us (a) what you admire about the other person, then (b) what you would like to see them do differently, or stop doing, and (c) WHY. After each has finished this part, the other person may ask questions for clarity – no reasons yet, just questions. Are you comfortable doing this? If not, please tell us why.” (Sometimes, just reassurance from the boss – especially for confidentiality – helps the process move on.)

Step 4: Seeking Agreement: This section seeks a list of actions and behaviors that each party might subscribe to that would lessen the tension between the two.  Identify potential points of agreement and areas of disagreement. Push for possible solutions that might satisfactorily resolve the conflict in a constructive way.

Step 5: Verify Solutions: Together, select solutions that meet all parties’ needs. Remember this might require some compromises, but all are aware of the positions taken. Changes can occur as goals are set and reviewed at a later date.

Step 6: Establish an Action Plan:  Each person develops an action plan with specific actions and behaviors that both are willing to take to implement the solutions. Agree to meet again in the not too distant future to review the plan and make any adjustments. Again, thank them for helping solve the conflict and reassure them you are always available to meet further.

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Nonprofit Budgets and Forecasts

Dave Blankenhorn

 

Is the way your organization budgets and makes projections getting the job done?

If not take a look at zero based budgeting and rolling forecasts to improve the accuracy of your results.

Zero-based budgeting (ZBB) is the idea of looking at your expenses from the ground up rather than using your existing figures and adding some percentage. ZBB can reduce general and administrative costs by 10% to 25% if done right.

Another approach to think about is the use of a rolling forecast which allows continuous planning through a number of periods. For instance, if your period is a fiscal year you will always be forecasting 12 months ahead. As one month ends you will add another. You can always add more months.

Rolling forecasts are living documents allowing you to make decisions during the year based on changing information and data. Because you always have 12 months (or what whatever period you choose) you have long term data when you need it or can change your plans for the short term when circumstances demand it.

Rolling forecasts can also give you more accuracy than the traditional budget. By the time you complete a standard budget it is probably already out of date. The rolling budget is more flexible so you respond rapidly to changing conditions. As factors fluctuate you may respond accordingly. The results of adding new expenditures or adding to old ones can immediately be forecast as well as increases or decreases in income.

So if your present system is not what you want it to be give this new approach a try.

Author:  Dave Blankenhorn, Executive Coaches of Orange County, www.ECofOC.org 

Can Your Data Tell a Story?

Adrianne Geiger Dumond

 

 

 

How many of us input data, and never see it again, lacking an effective way to use it? What if the data could tell a compelling story that might inspire others to support the mission? An article on the Stanford Social Innovation Review website provides some recommendations for helping your data tell a story/[1]

 

1. Data storytellers answer a question – “so what”. I recently had a client whose services had added 20 customers for the quarter. That number had no significance until he asked some questions:

  • What percentage is 20 of our customer base?
  • How does this effect our operation?
  • Who needs to know these numbers?

Analysis of the data leads to clarity and to more questions.

2.  The data should inspire us to ask more questions.

Back to the example:

  • What factors contribute to this increase?
  • How does it effect staffing?
  • What external factors are contributing to the increase?
  • How can we portray this information graphically for social media purposes?

3.  The use of rigorous analysis is better than numbers on a page. A concise Executive Summary of the findings from the analysis is a first step.The author, Jake Porway, favors visualization of the data over raw numbers – a graph or pie chart to crystallize understanding for an audience. Porway has several websites in his article for learning more about data visualization. This may be difficult for some IT personnel. But the goal may be worth the investment in order to impress upon donors and volunteers, viewing the media source, that their service and contributions are needed and welcomed.

[1] Three Things Great Data Storytellers Do Differently,  Jake Porway, author, Stanford Social Innovation Review, June 8, 2016

Author:  Adrianne DuMond, Executive Coaches of Orange County, www.ECofOC.org

An Executive Director Describes Her Coaching Experience as Transformational

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

At a recent ECofOC meeting, BB Maboby shared information about her organization and coaching experience with John Benner, an ECofOC Coach. She is the ED of the non-profit called  SmileOnU (https://www.smileonu.org).The mission is: “Beyond the basic act of eating, dental health is vital to a person’s overall health and appearance. Knowing that there are people who cannot afford to see a dentist, even when suffering from toothaches, loose teeth, or toothlessness, weighs heavily on us here at SmileOnU. Our mission is to rebuild the smiles of those in need, so that the rebuilding of their lives is that much easier.”

John has coached BB for the last three years. BB describes her coaching  experience with John:

“I remember when I first met John, I asked him why do people have coaches? He said, “because starting a non-profit on your own can be a lonely place”…

I can’t tell you how true this is. A lonely place that which words cannot describe.   It’s been almost 5 years now that I’ve started SmileOnU, a non-profit that provides dental-care to those in need. The first couple of years was all fun, I got to do whatever I wanted it was new and exciting, but then the hard reality of running a non-profit kicks in … The real stuff that keeps an organization running; growth and sustainability– and if I wanted to keep doing what I love; SmileOnU- I will have to sustained this somehow.

Now that I’ve been working with Coach John for a few years; without John’s knowing, just his presence alone that holds me accountable has been one of the most powerful forces in keeping me going at times. John’s reassurance and guidance through the tough times has helped me go through unexpected territories and hurdles of running a start-up non-profit.

John also provides perspective in areas that are uncomfortable for me, that often times holds me back from maximizing SmileOnU’s ability to grow and to serve.

One of my dreams was to be able provide dental-care around world. I’m not sure if I was able to take SmileOnU from providing dental-care domestically to internationally without John’s ability to hold space for me to think creatively and to think BIG about where I see SmileOnU’s place in the community without judgement. I’m happy to say we are now on the verge of sustaining SmileOnU.

Thank you John, for helping me with me create my dream, Sm:)eOnU “ Coaching impacts change. If you are interested in getting a coach, please visit the ECOC website for more information and to apply. The moment and power of change is now!

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

 

The Glossary for Nonprofit Governance

Adrianne Geiger Dumond

 

 

Many of us in the nonprofit world use terms and acronyms that may be confusing to newcomers – especially young employees trying to learn about the nonprofit as a business. I recently ran across a very useful tool for educating everyone in this business. The glossary should probably be in every manager’s office.

The Glossary is published by BoardSource and can be found under Nonprofit Board Fundamentals on their website. The glossary is alphabetized and runs five pages and has every term that is ever used in this business.

For example: have you ever wondered what the difference was between a 501(c)(3) and a 501(c)(6)? There are also simpler definitions: For example:

  •  Board Development
  •  Disclosure requirements
  •  Emeritus status
  •  Fiduciary duty
  •   Immediate sanctions
  •   Operational reserves

Possibly the most Important definitions provided for novices are the terms for IRS requirements, which can be confusing. For example:

  • Form 990
  • Form 990 – PF
  •  Form 990 – T
  •  Form 1023
  •  Form 1024
  • Or maybe a ‘Federated Organization’ ?

I recommend every nonprofit have a copy of this glossary – maybe even board members might appreciate the information.

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Writing Effective E-mails

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

In this age of increasing technology, e-mail communication has become front and center. I found a terrific mini course on this subject at nonprofitready.org. It is 8 minutes long. The takeaways are: (a) avoid vague subject lines (b) Be personal  (c) Be visual (d) Be structured

(e) No big blocks of text (f) Is there a better way to communicate like phone call or in person meeting. The course advocates the use of the acronym SMART: Specific,Meaningful,Appropriate,Relevant and Thoughtful. I highly recommend the course.

I also want to endorse the website nonprofitready.org. It contains over 300 free courses to take in the NP sector. Many of the courses are from Australia, New Zealand, South Africa and Europe. One gets a global flavor of the NP world.

We at ECofOC are strong advocates of the website. The micro-learning center offers courses less than 10 minutes in duration. It is a strong resource for our coaching clients and ED Forum Members.

Author:  Michael Kogutek, Executive Coaches of Orange County, ECofOC.org

Form 990 Can Be a Public Relations Tool

Adrianne Geiger Dumond

 

Many nonprofits consider the IRS Form 990 to be a dreary necessity at tax time. In the 2008 tax year, major revisions were made to the Form. Nonprofits have been slow to realize the impact the revisions may have for donors and the public.  The diverse information provided in the new Form is now available to the public and can be found online free at at such sites as Guidestar.org, and nccs.urban.org.

In a recent article by Michael Wyland, an author and member of the editorial advisory board for the Nonprofit Quarterly, Wyland points out the advantages to providing accurate and complimentary information on the Form.[1] The Form displays not only financial information (assets and liabilities), but also facts that address governance, programs, and fundraising. His article shows a breakdown of the Form with its schedules and functional area relevance, because not every nonprofit completes the same schedules. However, he points out that most of the 990 parts and schedules still address the multiple categories of governance, programs, and fundraising.

As Wyland notes,”not all organizations complete all parts of the Form, and not all file each and every schedule. For example, while most 501(c)(3) public charities must file Schedule B (Schedule of Contributions), it is considered confidential and not disclosed to the public. Private foundations, on the other hand, must disclose and make it publicly available.”

Never the less, ALL Form 990’s do reveal to the public governance (governing bodies and management, policies, and disclosures), programs, and fundraising. A potential donor may look for efficiencies and financial data, but still seek the charity that meets his/her passion for a particular service or need. A potential volunteer may consider who manages the organization and where they can fit in. It is important for all nonprofit staffs and boards to be aware of the public exposure, but also the opportunity to be more advantageously promoted to the public.

[1] Your 990: What Nonfinancial Matters Does It Reveal to the Media and the Public, Michael Wyland, Nonprofit Quarterly, November 17, 2017

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Leading From Behind

Karen Haren

 

 

One of the biggest challenges nonprofit Executive Directors report is having effective boards. Effective boards don’t just happen, they are developed and supported by effective Executive Directors. The Executive Director leads the board from behind ensuring the board is prepared to fulfill the it’s role in governing the organization.  Here are 5 key responsibilities of ED.

  1. Build a strong partnership with the board chair. Keep the chair informed of any issues.  There should be no surprises between these two partners.
  2. See that officers and board members are oriented and trained. Spell out expectations, provide background on roles, structure of the organization, mission, programs, fund raising, finances, strategic plan, successes and challenges etc.
  3. Prepare for board meetings. Develop an annual strategic agenda calendar for board meetings. Draft the board agenda and discuss with board chair, prepare background materials for actions that the board is being requested to take, distribute packet to board members one week before the meeting. Consider having a web page for board members with bylaws, board minutes, board calendar, meeting materials etc.
  4. Ensure the organization has a strategic plan. Annual plans, budgets, and staff performance plans all flow from the strategic plan. Present a dashboard at each board meeting that shows the board where you are in achieving the targets in the strategic plan.
  5. Ensure there is a performance management process for the ED. The criteria for the review as well as the process and time line should be spelled out at the beginning of the fiscal year.  Compensation and an annual raise should be tied to the performance review process.

While the ED may not be the individual who completes all of these tasks, it is important that the ED ensures that these tasks are accomplished.  Leading from behind ensures an effective governing board.

Author:  Karen Haren, Executive Coaches of Orange County, www.ECofOC.org

New Year Invites Reflection and Evaluation

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

On behalf of all the coaches at Executive Coaches of Orange County, we want to wish you and your family a Happy New Year. May it be blessed with good health, peace and happiness. We at ECofOC are grateful that our 115+ clients have chosen to turn to us for individual coaching or for our Executive Director Forum (32 members), or for both.

For the past 15 years, we have been living our mission of helping nonprofit leaders  and managers become more effective, efficient and successful so their organizations can do more of their good work in our community.

The new year offers a time for us to pause and take an inventory of where we have been and set new goals for the future. The services of ECofOC may provide you an opportunity to move forward and up your game. Change  needs to be met with accountability.

Coaching  provides a  one-on-one relationship to nonprofit leaders. Our coaches help managers set specific goals and solve difficult issues from a nonjudgmental perspective in a confidential setting. Coaching can address virtually any nonprofit management issue, including board development, fundraising, outreach, leadership, management, finance, IT and HR issues, personal development and career planning.

Our Executive Director Forum is comprised of 10 to 12 executive directors facilitated by two experienced ECofOC coaches in monthly meetings using a proven process to guide the group to practical solutions for issues brought to the table by each participant. These sessions allow executive directors to test ideas and work though issues with a group of their peers.

We  hope you will consider getting a coach. If you are a manager with a non-profit organization in Orange County, you can apply here at www.ecofoc.org. The price is right; it is FREE! Our team of coaches are prepared to take you where you want and dream to go. The moment and power of change is now!!

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org