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(Happy Monday! Today’s post is from Tuti Scott, our leadership expert.)

The world of nonprofit Board development can be enriching and invigorating.

Recently, an Executive Director called to ask me if I could suggest a Board Chair for their organization or provide insight on who might be a good fit for them.

I was curious how he thought I could help so I started with questions. “What is the role of your current Board chair? What are the expectations you and the Board have for this role? What drives you to be energized about the mission of the organization?”

Throughout our phone conversation as it became clear that he wanted me to suggest prominent names of people he could recruit, I thought, “Where are the ‘headhunters’ for social profit board leaders?” I do know of several organizations that have used BoardNet (an online matchmaking site for Board members and organizations) with success.

While I am not a Board chair headhunter, I have recruited and energized many Board members over the years and have learned some key principles to consider with any Board chair recruitment and with Board and Executive Director relationships:

1. Build a partnership. First and foremost, a good Board chair has a similar amount of passion and drive to see the organization succeed as the Executive Director. Starting with this base, the partnership can grow.

2. Tell stories. For a leader to mobilize a team of Board members, he/she should have the ability to be a storyteller and paint a picture of where the organization is going and how their role makes an impact. Using all forms of communication, an ideal Board chair would be capable of motivating and mobilizing the Board and donors to act and engage in the ‘work’.

3. Meet with current investors. To ascertain what a good pool of Board candidates could look like, talk with your wise counsel, Board members, and top supporters. Seek out people who come from different industries or sectors to offer unique perspectives.

4. Establish rules and rhythms. For an ideal partnership, there would be a clear set of expectations for each role. Understanding what ‘dashboard’ items are important to share with one another and the Board is key to success. Consider having an established time that is set aside on a consistent basis for discussion on issues, topics, and future focus.

Experienced and engaged Board leadership is crucial for the health and stability of our organizations. Use these four principles as a baseline for your Board recruitment and Board chair relationship building.

Substitute, “Let’s recruit a prominent name for our Board” with “Let’s find a person to lead who is passionate for the mission of our organization.”

“An organization looking for new people to join its nonprofit board of directors should consider people who are already engaged in the organization or community.”

- Molly Schar
(Read more at Suite101: How to Find Great Nonprofit Board Members.)

(Happy Monday! Today’s post is from Tuti Scott, our leadership expert.)

In a room full of women leaders I remind them that power is not a bad word – only the abuse of power is.

Power is simply the ability to motivate people to do what you want them to do; to influence others. Power is manifested by how you communicate and how others receive you.

Often power is a subjective experience. There are three factors which influence the perception of power:

• Power of position – hold title and/or authority/access
• Power of wealth – have or are connected to wealth
• Power of knowledge or expertise – master of facts and arguments

Power of wealth and power of title or the ‘corner office’ are places that women and people of color have not traditionally had access to. Centuries of structural and systemic sexism or racism have kept us out of these spheres.

There are hundreds of folks who have spoken and written on the ‘light’ topic of “The history of patriarchy and the creation of race as a construct for domination.” Feel free to read bell hooks, Gloria Steinem, Barbara Jordan’s speeches, and others.

Without equal access to positions of power or power stemming from wealth (which women and people of color generally do not have) what is the best access to power in this framework? For many of us it is the third frame or knowledge, data, and expertise.

Having knowledge and data gives you the power to think, to rationalize, and to make the best choice so that you and your organization can be successful. You are more likely to get a CEO or leader to commit to a project if you make your case using established facts, data, and by explaining how the choice will impact society, the staff, and the constituents the organization serves.

We can all work toward the three ‘stations’ of power being broadened with smart community organizing, increased social capital, and the changing of who sits in the corner office. In the meantime, and on this auspicious day of celebration of International Women’s Day,  let’s also keep framing a powerful story and case that offers what we stand for rather than what we are against.

P. S.  For those of you who have a spiritual or physical understanding of the connection of sport and how this can help shape one’s approach toward power, feel free to check out an organization I serve on the U.S. Board of and their brilliant launch of International Sports for Women’s Rights Day.

Substitute, “Powerless” with “Powerful.“

“But tonight, here I am. And I feel — I feel that notwithstanding the past that my presence here is one additional bit of evidence that the American Dream need not forever be deferred.

We are a people in a quandary about the present. We are a people in search of our future. We are a people in search of a national community. We are a people trying not only to solve the problems of the present, unemployment, inflation, but we are attempting on a larger scale to fulfill the promise of America. We are attempting to fulfill our national purpose, to create and sustain a society in which all of us are equal.”

- from the 1976 Democratic National Convention Keynote Address by Barbara Jordan

(Happy Monday! Today’s post is from Tuti Scott, our leadership expert.)

What an interesting time to be in the job market!  I have had the opportunity to speak with many people over the years about how to “create your dream job.” Now, more than ever, it seems that new practices and ideas for job search and creation are needed.

I spoke recently at Ithaca College (my alma mater) on a career panel and the following points resonated with many:

1.  Discipline, focus, and visualization are undervalued and underutilized. So much can come from follow up, follow through, and attention to detail.  Taking the time to reflect on your conditions of satisfaction and actually writing out the values you want in a work space helps to manifest what you want. The more people you share these conditions and values with, the more opportunities for visualizing and expressing the setting and context of where and how you want to do your life’s work.

2.  Follow the Four Agreements.  In short, (1) be impeccable with your word, (2) always do your best, (3) don’t make assumptions, and (4) don’t take anything personally (adapted from Don Miguel Ruiz’s book The Four Agreements). I love applying these ‘practices’ to personnel and work transition conversations.  They always seem to be so fitting!  This is especially true when speaking with groups of women where there may be an overabundance of estrogen creating the tendency of ‘taking things personally’.

3.  Demonstrate your balance of feminine and masculine power traits. These qualities are not assigned to either gender but merely reflect the ability to be inclusive, fluid, and exterior focused (feminine) as well as being goal oriented and linear (masculine).  Think about how in an interview you can express your capabilities or work efforts from a linear, driven space as well as defining yourself as a team player who is in tune with others and incorporates a variety of opinions and goals.

4.  Build relationships outside the traditional circles of connection. What if you made it a point to meet someone each month that was not from your college, your generation, your race, or your professional field?  And what if you asked them three questions about their life’s goals and shared yours?  I have heard so many magical stories of people who mentored across generations with a connection that was formed by someone taking a risk and inviting someone new into their dreams.

5.  Volunteer for a nonprofit. If you have time on your hands, reach out to the 1.8 million nonprofits that are in need of staff support and expertise.  Offer up your skills for a period of time to help with a specific effort.  Within this space you may have the opportunity to meet some folks (see point 4) that you would not normally interact with as well as build your skills and resume.

Some helpful sites for job searching;

USAJOBS.GOV (remember, the government is the largest employer in the country)

ChronicleofPhilanthropy.com (a breadth of opportunities across nonprofits and foundations)

WorkforCongress.com (jobs all around the DC area and not just in congress)

Idealist.org (great site for volunteering and job postings)

Substitute, “Doing the same thing” with “Trying something new.”

One of the saddest lines in the world is, ‘Oh come now – be realistic.’ The best parts of this world were not fashioned by those who were realistic. They were fashioned by those who dared to look hard at their wishes and gave them horses to ride.

-Richard Nelson Bolles, What Color is Your Parachute?

(Happy Monday! Today’s post is from Tuti Scott, our leadership expert.)

Anais Nin said “Life shrinks or expands directly in proportion to one’s courage.”

When you are trying to influence someone, when you are trying to have power, it helps to share a vision of the future – to take them some place, and better yet, to use archetypes, stories, and images while painting the picture of a new future.

People love archetypes because they conjure up the notion of all things that stem from that original prototype. Images, literally imagining the outcome you want, helps mobilize unseen energy – a phenomenon which has actually been proven through the study of particle physics.

A practical way to start this process of visioning is in every meeting, whether it be with a donor or a staff member or your boss, in relationship to any project or goal, ask them: “What would success look like?  What would “winning” look or feel like?”

If you can imagine your goal and give it texture and shape, it is much more likely that you all will achieve the outcome you are seeking. It’s all part of “shared power.” If you build it, they will come…

People frequently ask me about female sports champions and what I’ve learned of their careers and their success. I often share stories about coaches who have their athletes visualize themselves at the gold medal ceremony and how this practice motivates and focuses their efforts.

All of the successful athletes I’ve met had this in common: they worked incredibly hard and diligently at their skills and their sport. If you want to reach your goals, then you must believe that if you work harder and smarter, you will win.

Sure, you and all athletes know that you may not win every time and there will always be someone who is more powerful, but in the long run, longevity and “stick-to-it-iveness” will prevail… potentially even over those who may be more powerful! This has been shown over and over in many advocacy efforts for social change.

Look forward with courage, play with ‘winning’ in mind and work hard – these are three essential components for realizing your goals.

Substitute, “This is just the way it is” with “Let’s change this.”

“Follow your passion with persistence, magnified by intense preparation. Use compassion and courage to weave a strong web of connections. Use focused excellence to drive achievements and gain wisdom. It is through the combination of all these things that your power will reveal itself.

{Preparation¹⁰ (Passion + Persistence)}
{Connection¹⁰ (Compassion + Courage)}
{Excellence¹⁰ (Achievement + Wisdom)}
= Power
{P₁¹⁰ (P₂ + P₃)} + {C₁¹⁰( C₂ + C₃)} + {E¹⁰ (A + W)} = Power”

- Shirley Ann Jackson, Rensselaer Polytechnic Institute President

( Happy Monday! Today’s post is from Tuti Scott, our leadership expert.)

Each time I lead a board retreat or staff management seminar, the question comes up from at least one of the women attendees:

“How can I keep my confidence level up in _____ situation?”

I had the privilege of being an athlete and playing numerous sports roles such as coach, sports administrator, and colleague to many world class athletes.

I know the sensation of ‘walking like I own the earth’ – feeling I could accomplish almost anything no matter what the odds.

This is one of many elements that all of us can model from being around athletes as a participant and/or fan.

Here are three characteristics of high performance athletes and some cues that I find the most helpful to offer folks who may not have had the chance to compete or may have overlooked the connection between their performance on the field to their work product and practice.

1. Visualizing Success – Every athlete goes into a game imagining they will win. They have practiced the same skill for hours on end, they believe in their abilities, and they have visualized success. As part of a team, they have a level of surrender and trust that their teammates also have the skills for success. This positive team attitude is led from the top (coach, manager, owner) and expressed on the field by the captain.

Application – whatever your next ‘performance’ at work is, visualize what a ‘win’ looks and feels like. Be specific! Perhaps it is people applauding a speech, staff being motivated to work smarter, a proposal being approved, a check or new client coming into the office, etc.

Model this behavior in how you stand tall and proud, how you look people in the eye with confidence, and how you express a “captain’s positive attitude” to others around you. Your self-esteem is an extension of what you say and think about yourself so choose your thoughts and words wisely.

2. Discipline and Goal Setting– I can remember at age 12 having a list of drills and exercises that I would do every day. Each time I got to 10, I would push myself to get 15 with a new twist on the drill. Set a goal and then see what happens when you ask yourself to do more or to do it in a unique way. Putting your goals in writing and reviewing these regularly reminds you why the ‘daily drills’ are important.

Application –Each time you create something (speech, letter, budget, etc), pay attention to the detail and see how you can bring the product to a new level. When you have finished your project, read it one more time before you go to sleep and one more time when you get up.

Repetition and ‘practice’ makes you better. Put in writing what your goal and intention is for a project, for your career, for your organization, etc. Review your goals with loved ones and encourage them to support you in ‘doing the drills’ to achieve success.

3. Risk Taking and Empathy – There is nothing like sports to teach you compassion. When a good softball batting average is .350, this means you miss 65% of the time. Same with basketball with the best player making her shots 40% of the time. There is no team or player that has not experienced a loss and then gotten up and played the next time with a desire to win.

Application – Possessing empathy for people when someone loses, understanding the feeling of being on both sides of an issue, having a willingness to take risks; this is the type of emotional intelligence that employers and leaders look for in members of a successful team. When you enter a conversation or negotiation, imagine what it feels like to hear it from the other side of the table. Express yourself with words that honor the experience of the recipient.

And when the opportunity arises to move a step closer to your goal, don’t hesitate to ‘grab the ball’! There’s an athlete in each of us because confident performance truly is a state of mind.

Substitute, “Giving up” with “Trying again.”

“Luck has nothing to do with it, because I have spent many, many hours, countless hours, on the court working for my one moment in time, not knowing when it would come.”
— Serena Williams, eight-time winner of the Australian Open

“Be positive and work hard. I think it’s possible to overcome anything, if you’re willing to work at it.”
— Sheryl Swoopes, three-time WNBA MVP

( Happy Monday! Today’s post is from Tuti Scott, an inspiring thought leader on women’s philanthropy, leadership, and social change. Tuti will be sharing her Imagine Philanthropy insights with us periodically. You can read her bio here. Thanks Tuti!)

How people are treated and how customers and clients ‘feel’ about the changes a leader or team implements has a ripple effect on the brand and the organization’s mission. Without a guiding set of values to anchor the ‘heart’ of an organization, one tends to drift aimlessly from project to event to meeting without a sense of conviction.

Values and principles are essential starting points for organizations seeking to create change. Most donor activists want to be part of an organization that has a sense of sincerity and passion.

A friend was walking on a college campus in Virginia and texted me the statement she read that was engraved in stone across the entrance to the student union; “hearts on fire” – compassionate, confident, change makers. What that statement implies about the schools’ values excites me. Hillary Clinton’s campaign t-shirt that reiterated her June 7, 2008 speech line “For everyone who’s ever been counted out but refused to be knocked out and for everyone who works hard and never gives up, this one is for you!” spoke volumes about her values as a public servant in one sentence.

Before I digress with too many examples, I want to make sure that we understand the intersection between productivity and values. People often think that what they ‘do’ and what services they ‘offer’ are their values. A mission or vision statement is not an organization’s values.

The principles and values of an organization are how you expect the organization to act toward its consumers, how you expect people to work with each other and the feeling’ that you want to leave with your clients and community about how every staff member related to them. Ideally everyone affiliated with the organization should be able to recite the values from their heart.

Whenever I am asked to be part of a strategic planning or visioning exercise with a group, I first ask to see what values have been established. Often they may not be there or they have not been dusted off for ten years, so we go through a series of steps to help shape these. Feel free to notice the connection between imagination and creating values (a not so subtle link to the reason behind the name of Imagine Philanthropy.)

1. First, imagine how you would like a constituent to view your organization.  Are you approachable and transparent? Are you innovative? Do you engender respect or courage?
2. Second, imagine a cocktail party where one of your clients, community members or donors is describing your organization to someone. What words are they using? Maybe they are saying energetic, smart, collaborative, warm, and effective.
3. Third, determine the rhythm you would like to have in your office or headquarters. If a visitor comes into the building, what do they take away? Similarly, today, we need to think as well about a web site as the place where people feel the rhythm of your organization. Contemplative space, cluttered desks, open doors, fluid movement, laughter, playful spaces, color, imagery – all of these say a lot about the culture and values of working for your organization.
4. Fourth, think about the mindset and behaviors of the people who work and serve the organization. Are they inclusive and do they embrace diversity? Are they risk takers? Do they express themselves freely and with humor? Do they exude energy?
5. Fifth, and this is where the vision and values really intersect, imagine where your organization is five years from now. What do people see in the world that would not be there without you? What difference did you make and how did you make it? What made you think you could do this? What values enabled you to get here?

The more people involved in this conversation – staff to Board leadership- the better. Set a stage to allow full expression and conversation. Once crafted, see what changes in your synergy, productivity and interaction with your constituents. And, most of all – enjoy flexing your imagination muscles!

Substitute, “Status quo” with “Hearts on fire.”

“There has never been a better time to explore ideas and methods to bring forth places of great strength in your work and philanthropy.”

- Tuti Scott