Rescue Mission Blog

Following Your Gut, Not Just Data

  

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The greatest innovators, revolutionaries, and leaders are those that have an instinct that goes against the grain of conventional wisdom, against the numbers and the prognosticators. It was just a few years ago that Steve Jobs rolled out his idea for a new device - what is now called the Ipad - to great hollering and predictions of failure. All the numbers proved that people loved their laptop, and their phones and so there wasn't a need for a new category. The polls all suggested no one thought they needed it. And yet...it worked.  

There's a big push to get involved with "Big Data" among non-profits, businesses and organizations. Big data has only recently been made possible through the new technologies that track individual habits, purchases, interests and trends. As such, we have more and more information by which to interact with customers, clients.   

The excitement over this movement is out of proportion and overlooks the number one, and still under appreciated, fact of great leadership: You've got to follow your gut. Certainly there are some leaders whose instinct is remarkably bad, but even still the "human factor" - the ability to sense, understand, and respond to cultural differences and sensibilities - is the greatest advantage you have.  

Data is great for measurement, it can be helpful in telling you what happened, but it cannot tell you when something has become cliché until it has already bottomed out.  

Don't be followed by this new fad, get more human - not less - and you'll see your effectiveness rise.

David Curry

Why and How to Use Non-Profit Consultants

  

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Could you imagine doing surgery on yourself? Even if you theoretically knew what ailment was bothering you, you'd be wise to get an outside opinion, perhaps a specialist in the field or just another set of eyes to look at the problem. Yet in non-profit management many leaders and boards shy away from using experts, consultants and third party vendors to help the organization grow.  

The role of consultants is often misunderstood, sometimes even by the consultant themselves. Consultants are not meant to be all-knowing gurus, they can't fix your problem for you or make decisions for you.  

Yet Non-profits organizations, and individual leaders, can greatly benefit from having relationships with other professionals, peers, consultants and outside vendors. 

Here are just a few ways consultants can be used wisely

1. Dispassionate examination of current processes, programs: Bring in others to take a look at your current problems and give you honest feedback. They won't have your knowledge of sacred cows, problem people and an understanding of your organizational myths...this is a good thing. They'll likely give you unvarnished advice.

2. Tailored expertise: Small, nimble organizations can no longer pay for every expertise to be in house. Hire consultants to take on targeted tasks to expand capacity.

3. Extra hands on deck: There are times when a project requires extra work, but you don't want to take on more staff and the embedded costs of longterm staff. Consultants and outsourced expertise can help in a pinch.

4. A broad perspective on the world: Find trusted friends who aren't caught up in your world-view and narrow problems and get their feedback.

What are some other benefits or risks of using consultants in the non-profit world? Let me know your thoughts.

David Curry

Non-Profit Leadership: Partnership

  

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Business people often express amazement at how fragmented the non-profit world has become. There's a charity for every niche cause and a golf tournament and banquet for every one of them. The business world, competitive and survival of the fittest, sees that charities should be sharing resources, collaborating, and leveraging partnerships. Sound great. So why don't more non-profits do this?

1. Scarcity mentality - There may not be a competition in the business sense, but we all need dollars to fulfill our charitable purposes. Unfortunately this often leads to a very narrow way of looking at resources. "There's not enough" is the scarcity motto that rings in the ears of every non-profit leader. Fight the urge to give in... it only narrows your thinking and leads to a death spiral. Think abundance, evaluate, partner, collaborate and focus on YOUR core mission: the thing only you can do.

2. Lack of Focus - When you know what you are supposed to do, when you are focused like a laser on the one thing your organization is doing that others are not, then partnership becomes more attractive... even preferable, to doing everything yourself. Sadly, in my experience charities have too broad of a focus and start getting into other lanes that defuse their core strength and overlap with others to a great extent. Here at The Rescue Mission we've been focusing on the one thing we do; offering holistic Life Transformation to the homeless, addicted and hungry of Pierce County. That means we've had to get out of other ministries which were equally valid, God-honoring and excellent that weren't in our core focus. That is so tough, but I knew there were other agencies that would better handle those kinds of services. In most cases it's worked out, in some cases we've learned tough lessons. But I still think it's better to focus.

3. Feeling of inequity - Sometimes charities don't partner because they have a feeling of inequity. One is bigger than the other, there seems to be a power differential and one begins to feel insecure. Here's a better way to think of it: Does a great point guard in basketball feel insecure in the presence of an excellent center? No, because that point guard knows his/her strengths are different than that of a center. In the same way, a smaller non-profit can be nimble, lean and quick in ways that another larger agency may not be. That's to their advantage and through partnership there can be great alignments that work well together.

What are some other barriers to partnership, and how can we break them down so that our communities can be stronger, more integrated and do more good?

David Curry

Impostor Syndrome in non-profit leadership

  

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Some years ago Stanford University published a well-known study on "impostor Syndrome" - which is the feeling we have when we believe that we have been elevated beyond our capacity and sooner or later someone will figure out that we are not qualified and will fire us.  Apparently, the farther up you go on the ladder of success, the more likely you are to feel as though you are unqualified...and that everyone knows it.

The answer is not to set your bar lower, but to begin to understand that we all at times feel as though we are out of answers, and don't know if we can meet the challenges that are in front of us.

Here's some tips to overcoming your fears:

1. Work hard.  When you work hard you have less anxiety about the unknown. You are doing what you can do, which makes us feel better.

2.  Be humble. If you are humbly admitting that you don't have all the answers then there is little pressure be perfect.  When you build yourself up to know everything, you are going to suffer anxiety.

3.  Be Prayerful.  The words and life of Jesus are a great example of humility and grace.  When you follow Jesus you need not be defensive.  Remember that reputation and self are just props of our modern culture and not a part of following Jesus.  

What other advice do you have for those that feel like they are not qualified or overwhelmed?

David Curry

Toxic Words

  

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To stay healthy it pays to avoid toxic, hazardous materials.  There are some things that are damaging to your body if you drink them or touch them.  Not everything is hazardous and it shouldn't dissuade you from eating or drinking normal food, but there are some things which are not good for you. You need to know what materials are toxic and which are healthy.

So it is with words.  There are some words which are toxic, where using them poisons the conversation and sickens relationships.  Words that are harmful, painful, or that require you to detox after hearing or using them, those are toxic words.  Often it's not the words we use specifically, but how we use them that makes it toxic.  

Use your words to lift, correct, bless, guide, teach, or encourage but don't use words that make others, or yourself, sick.

What are some toxic words which poison conversations?  

What healthy cultures do: Part 4 - Point of View

  

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Here at the Rescue Mission we are striving towards a healthy leadership culture where leaders at all levels of the organization are getting experience and training to run effective organizations in the future.  Why?  Because non-profits needs more GREAT leaders and the more leaders we produce here the better the world will be.  To my great encouragement we have several leaders in our organization who will in my estimation will make great CEO's and Executive Directors in the near future.  With that in mind, for the next few weeks I'm going to focus on 10 behaviors which are key to creating healthy leadership cultures.  It will certainly be something we talk about and try to example within the Rescue Mission, but I am sure it will encourage others as well.

There are some behaviors which are characteristics of healthy leadership cultures which are openly discouraged in the majority of organizations because they are either seen as anarchical or at best a waste of time.  Yet to have a healthy leadership culture you need these same key behaviors accepted, and even promoted.  The first week the subject was Questions, week two was strategy and if/then scenarios followed by Mentoring.

This week we will focus on the importance of a Point of View

There are a lot of differences from leader to leader, but one thing every leader has is a point of view. Leaders know how to take a position on any given subject.  They may av oid taking a position too soon, or even be willing to change their opinion once they learn more information.  Even with those factors it remains clear that leaders don't stay on a sideline, they take a position.  

Even more notable is how few people outside of leadership positions are trained, rewarded or expected to have a point of view.  Most systems reward those who try to fit in, keep their head down, don't make waves.  Once we have beaten all the opinions and individuality out of people we wonder why they don't have the ability to lead, take chances and innovate.  

Healthy cultures encourage people to give their opinions, give honest feedback without fear of reprisal, respectfully question and push those in positions of authority, and come prepared with a point of view on the issues they are dealing with on a daily basis.  If you want to create a healthy leadership environment encourage, even teach, young leaders to create and defend a point of view.  Are they thinking about why systems work, don't work or are fatally flawed?  Do they have a theory on how to build their department, or to help build the organization?  Are they willing and able to defend their point of view?

Help others sharpen their mind, their critical thinking skills by encouraging a point of view.

Do you know how to take a position on a subject? What makes that difficult? Why is it easy for you?

David Curry

What healthy cultures do: Part 3 - Mentoring

  

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Here at the Rescue Mission we are striving towards a healthy leadership culture where leaders at all levels of the organization are getting experience and training to run effective organizations in the future.  Why?  Because non-profits needs more GREAT leaders and the more leaders we produce here the better the world will be.  To my great encouragement we have several leaders in our organization who will in my estimation will make great CEO's and Executive Directors in the near future.  With that in mind, for the next few weeks I'm going to focus on 10 behaviors which are key to creating healthy leadership cultures.  It will certainly be something we talk about and try to example within the Rescue Mission, but I am sure it will encourage others as well.

There are some behaviors which are characteristics of healthy leadership cultures which are openly discouraged in the majority of organizations because they are either seen as anarchical or at best a waste of time.  Yet to have a healthy leadership culture you need these same key behaviors accepted, and even promoted.  The first week the subject was Questions, week two was strategy and if/then scenarios.

This week we will focus on the importance of Mentoring.

Sometimes it's easier to view the value of a behavior by identifying it's opposite behaviors, so it is with mentorship.  People often talk about mentorship, but it's value is not always understood.  In unhealthy work cultures you will find these attitudes and behaviors in abundance:

Every man for himself

Undercutting other performers

Hoarding information

Spreading rumors

Using seniority to hold down younger teammates.

Giving subordinates meaningless tasks

Yelling at and belittling subordinates

and more

A mentorship culture is the opposite of these behaviors.  Mentorship raises up the value of experience and the value of younger teammates at the same time.  It promotes a generous spirit throughout the organization and allows for a smooth transfer of information, expertise, and continuity.  

At the Rescue Mission I encourage all of our Directors to be leading and mentoring other leaders, within the organization or outside of the Rescue Mission, so that they can be generously sharing their expertise and benefiting from mentorship.  

Personally, I have had mentors all of my adult life, people I can call for advice, wisdom, and insight.  These are always people I enjoy and respect, and that have skill set in different areas than my own, or beyond my own.  Likewise I always have people in my life that I am trying to encourage and promote.  It's good for the spirit and helpful for everyone.

Promote mentorship, whether formal or informal, in your organization and you'll be helping to create a healthier organizational culture.

Do you have mentor? Have you had others mentor, teach, instruct you? If so, what did you learn from them?  Do you mentor others?

Share your ideas and thoughts.

David Curry

Know how to Redeem

  

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Most of us seldom think about the word REDEEM, what it means and the power of it's intent.  When you try to redeem something you are doing something amazing.

Exchanging: Redeeming is exchanging something you have for something you want.  Often you may receive a coupon that can be redeemed for a product that has more value, and that you want much more than the coupon itself.

Convert:  When you redeem you convert one thing into another thing.  There's special joy in converting something of diminished value into something brand new.  

Recover: Often we have things that we believed had lost value, such as an antique object, that we can redeem with someone who knows it's true value.  

In every way, redeeming is a life-transforming idea.

What are you seeking to redeem? Is there a mistake you thought had no value, but you can redeem that by taking away an important lesson?  Is there pain that you thought was a waste and only served as a drain on you that can be redeemed by helping and teaching others what you've learned?

Redemption is one of the most powerful spiritual principles, don't miss out on the chance to be a part of redeeming previously wasted moments, pains, hurts, and moments.

David Curry

What healthy cultures do: Part 2 - If/Then Scenarios

  

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Here at the Rescue Mission we are striving towards a healthy leadership culture where leaders at all levels of the organization are getting experience and training to run effective organizations in the future.  Why?  Because non-profits needs more GREAT leaders and the more leaders we produce here the better the world will be.  To my great encouragement we have several leaders in our organization who will in my estimation will make great CEO's and Executive Directors in the near future.  With that in mind, for the next few weeks I'm going to focus on 10 behaviors which are key to creating healthy leadership cultures.  It will certainly be something we talk about and try to example within the Rescue Mission, but I am sure it will encourage others as well.

There are some behaviors which are characteristics of healthy leadership cultures which are openly discouraged in the majority of organizations because they are either seen as anarchical or at best a waste of time.  Yet to have a healthy leadership culture you need these same key behaviors accepted, and even promoted.  Last week the subject was Questions.

This week we will focus on the importance of strategizing and if/then scenarios:

Think. In school we are taught that there is ONE right answer to problems, and leadership biographies and political theory teaches us that when there is a winner, there is a loser.  This leads managers and leaders to seek out (and later defend) the ONE right answer for the problem they are facing.  My experience has shown me that usually this leads people to cut off alternative ideas and answers too soon.  Instead, start every problem solving situation with thinking.  Just think.  How would this work? What might go wrong? What is the upside? What is the downside? What are other alternatives?

If/then.  If/then thinking is simply applying this common formula to various ideas: "If I do this, then this may happen".  This kind of thinking and gaming of solutions allows you to flesh outthe potential upsides and downsides of each decisions.  Often cultures frustrate this kind of thinking, but really we should be encouraging it.  In your groups, encourage if/then thinking out loud so that people can jump in and process problem solving together.  It will show others how to think and problem solve.

Decide.  Of course, after you have considered many scenarios and options you must make a decision.  Don't become paralyzed by the problem-solving process and grind to a complete stop.  Once you think you understand the upside/downside risk, lay out your rational for your decision and how you plan to minimize the potential problems (which have been laid out by the if/then thinking) and move forward.

This kind of strategizing, If/Then thinking, is a underutilized skill and we should model it and practice it in our leadership environments.

What are you thoughts and questions about if/then thinking? Let me know and I'd be glad to listen.

David Curry

What healthy cultures do: Part 1 - Questions

  

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Here at the Rescue Mission we are striving towards a healthy leadership culture where leaders at all levels of the organization are getting experience and training to run effective organizations in the future.  Why?  Because non-profits needs more GREAT leaders and the more leaders we produce here the better the world will be.  To my great encouragement we have several leaders in our organization who will in my estimation will make great CEO's and Executive Directors in the near future.  With that in mind, for the next few weeks I'm going to focus on 10 behaviors which are key to creating healthy leadership cultures.  It will certainly be something we talk about and try to example within the Rescue Mission, but I am sure it will encourage others as well.

There are some behaviors which are characteristics of healthy leadership cultures which are openly discouraged in the majority of organizations because they are either seen as anarchical or at best a waste of time.  Yet to have a healthy leadership culture you need these same key behaviors accepted, and even promoted.  

This week we will focus on the importance of curiosity and persistence:

Ask Questions.  So many leaders and managers suffer under the expectations that they will have "the answer" to the challenges they face.  Instead, think of being the one who asks the most questions of those around you.  Great leaders probe for understanding and have an insatiable curiosity.  They are curious about why some people succeed and others fail.  They are curious why some departments have high turnover or huge amounts of people taking sick leave.  They can't stop wondering why innovation and creativity comes from one group and the other is always silent and reclusive.  

Understanding comes through curiously seeking root causes and pushing for answers.  I suggest that leaders ask no less than 5 questions on every troubling subject they are dealing with.  In 5 questions you can get to the bottom of almost any problem.  Try it.  Don't give up after two questions, which is usually where people start to feel uncomfortable, but instead push through and keep asking.  If you do it politely and without malice you will be helping uncover the real issues at the bottom of your systemic problems.  Lead through asking questions.  While people may wince at the idea (we don't like to be questioned) responsibility requires a leader know and understand what they are ultimately responsible for.  If you are accountable, you have the right to ask those you lead lots of questions.

Likewise you need to be willing to accept and field lots of questions.  You can't make decisions that affect others without being asked why you did it and what your plan is.   

Question:  How many questions do you ask in a meeting before you start to feel uncomfortable?  Do you just accept statements from your team without questioning?  Do you feel like asking questions is rude?

Let me know what you think.

DC