Managing in Nonprofits
by Miki Saxon
I frequently hear from managers in nonprofits that it’s frustrating that so much of the management information available can’t really be implemented in their specialized environment.
I was dumfounded the first time I heard that and asked why not; I’ve ask the same question every time since (a lot of times) and get similar answers.
These usually fall in one of two broad categories
- they are focused on “doing good” unlike “business;” and/or
- they are staffed by volunteers.
I have an accounting friend who hears similar reactions when he insists on good accounting practices and financial controls.
Many say that they are more comfortable with leadership advice, since communicating a vision is part of their job description, but setting standards, developing and implementing accountability and then holding people to them feels too “corporate.”
When this happens I usually refer them to take a look at the path blazed by the Robin Hood Foundation and, more recently, read the interview with Tachi Yamada, M.D., president of the Bill & Melinda Gates Foundation’s Global Health Program
These five random comments from Yamada are no different than what you’ll hear from any manager skilled in driving innovation, productivity and finding solutions through his people.
- I think the most difficult transition for anybody from being a worker bee to a manager is this issue of delegation. What do you give up? How can you have the team do what you would do yourself without you doing it?
- That probably was the most important lesson I learned — that what’s out there is more important than what you already know, and that you’d better go out and learn what it is out there that you don’t know.
- So what I learned from him is that when you actually are with somebody, you’ve got to make that person feel like nobody else in the world matters. (no cell no blackberry)
- One of the things I’ve learned is that you can’t go into an organization, fire everybody and bring in everybody you want. You have to work with the people you have. … Everybody has their good points. Everybody has their bad points. If you can bring out the best in everybody, then you can have a great organization.
Read the interview and understand that what he talks about applies equally well to small, local non-profits as it does to the multibillion dollar organization he runs—not to mention for-profit businesses of any size.
Image credit: saschapohflepp on flickr
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