Doing Good by Doing Well.

(Lessons from Business and Non-profit for Business and Non-profit)

I sit on the board of a Non-profit organization whose mission is to “End poverty through education.”

Mining for Lessons (Photo Credits: northstargroupllc.com)

It was January of this year when Action for the Care of the Poor (ACAP) Executive Director Didit Van Linden, a brave woman in my view, asked me to be part of the Governing Board of Directors to give advice on organizational matters.

We held our quarterly board meeting last Thursday and as the usual practice of mine, I reflected on lessons that can be mined and I came away with two things.

First, the lesson for Business:

Mission Motivate.

Hugo, a phenomenal networker and fundraiser, Migo a businessman who share insights on legal matters, Tess, Marg and Gerry with extensive experience as Boards of NGOs and fundraiser events.

All of us took time off to offer our expertise and help an organization with virtually no monetary benefit in return.

The Governing Board of Directors of Action for the Care and Development of the Poor in the Philippines (ACAP)

Not to mention corporations such as Dizon Farms, BreadTalk, and other sponsors who share their financial resources, products and services to this NGO.

What unified us is the attractive cause Didit is championing through ACAP: End poverty through education.

Who wouldn’t want to help an organization whose “clients” are street kids, who through ACAP, would be able to finish their education and lift their lives along with their families away from poverty? That’s why I signed up.

More often than not, businesses miss this. Many corporations are giant, soul-less machine built to rake in profit and maximize shareholder value. That’s a mistake few enterprise ever correct.

You won’t attract great people with the sole purpose of making other people rich; you attract them by offering a chance to change the world.

Only a noble purpose will attract people and resources.

Now for Non-profits:

Metrics Matter.

In my experience consulting for Non-profit leaders, the real struggle is introducing methods of measurement. It’s difficult for many (though not all) to identify a number to gauge success.

To be fair, creating metrics for intangibles is tricky. How do you put a number about change in attitude? How do you measure mastery of skill?

Mind you, I say tricky, not impossible. If you really dig deep enough, you will find something to use as benchmark for performance.

Non-profit may not use metrics to measure profitability but it must certainly be used to measure progress.

Bottom line is this: if it’s important then you must be able to create a measure to provide just even a hint of progress in your endeavor.

Closing thoughts.

When it comes to performance, regardless of industry, intentions, no matter how good, don’t count. Only results.

We cannot and must not depend on Government alone.

We need profitable Businesses as engine for prosperous economy and Non-profits who not only alleviate but solve society’s ills.

Yet like Businesses, in order for Non-profits to do a lot of good, we have to do well.

 

When Leaders Humiliate Themselves.

I was sharing a story to a colleague about a Manager that I got to work with.

Despite the technical skills, this Manager is widely disrespected by the entire organization.

Denial is tragic. Delay is Deadly. Photo Credits: intrigueme.ca

His colleagues joke around about how incompetent he is. His staff were talking behind his back. It really was sad.

As bad as it sounds, I believe he deserves to be the butt of all jokes.

The main reason of this incivility is because within his department are silos and warring factions.

The atmosphere was so toxic and the confusion of the staff spilled over affecting the performance of the department.

And he sits there like nothing’s happening.

Reflecting on all of this, here’s a couple of points I want to share to you this entry:

Leaders are accountable for results.

Ideally, one was made a leader because of the remarkable performance in delivering results.

Good luck with that when you have a highly dysfunctional team. Which leads me to the next insight:

It’s the Leader’s job is to unify the team.

Since you are accountable for the results needed, you have the responsibility to ensure the team is operating on a unified front.

If there are issues that result to lack of teamwork among the group, you as the leader should step in and intervene.

Here’s what not to do.

You cannot, should not, must not, stand in front of your peers and bosses stating that you were unable to deliver the results you are accountable for because your team do not like to work together.

You will just humiliate yourself.

Closing thoughts.

Expecting your staff to take the drastic step of unifying your team is not just abdicating your leadership..

It’s just plain stupid.