It's Lonely at the Top

 Whoever coined the phrase, “It’s lonely at the top”, knew what they were saying.

Often, leaders are in a position of not being able to openly discuss critical issues, whether they involve privacy, or considering countless intended and unintended consequences of actions that a CEO alone is ultimately responsible for anticipating. There are areas that only executive committees of boards and God can be sought out for help.

On an after-Christmas morning, years ago, as I awaited the start of our belated gift exchange – now that all the “kids” were home – I sat on the couch with a load of issues weighing on me heavily. I picked up a book at random, hoping that mindless reading would chase some of these wearisome thoughts from my mind, if only for a few moments. But they hung there, and I closed my eyes not wishing them to betray the level of anguish I felt. As I sat there, not hardly breathing, music began to reach my heart; notes that my daughter had been playing on the piano, but somehow just started to reach me in the midst of this turmoil.

The soothing music began to draw the anguish away and the thoughts began evaporating from my mind. My heartbeat, which just moments before had been heavy and obvious, now softened and calmed. A deep breath arose within my chest and exhaled as if the music itself was reaching in and drawing out of me the tension and concerns that were binding me tightly.

As the weight rose from me I opened my eyes and watched out our living room window as a beautiful sloop slowly sailed across the bay. I recalled a day of sailing in San Diego bay some years ago and the feeling of being drawn along by the wind and only the slightest movement of the wheel guiding its direction; that effortless pressure to an unseen rudder aided by the invisible force of the wind took us across the bay and out the channel. That day was awesome – and I now felt as though I was out there on that sloop and nothing was holding me back.

The last notes dissipated, and another deep breath subsided within me. I asked Molly what that song was. Almost knowing what I was feeling, she silently arose and handed me the paper – an Order of Service from our church – and she pointed to the lines of the hymn:

How sweet the name of Jesus sounds in a believer’s ear!
It soothes his sorrows, heals his wounds,
And drives away his fear.
It makes the wounded spirit whole
And calms the troubled breast;
“Tis manna to the hungry soul, and to the weary, rest.
How Sweet the Name, John Newton & Thomas Hastings

Whoever coined the phrase, “It’s lonely at the top”, didn’t know what they were saying, and couldn't see Who was there all along.

Online Assessment Tools for Identifying Organizational Issues

Nonprofit Leader,

As an Executive Director I often wanted to know how well my board and staff understood our organization’s mission and vision, and if they were being clarified well enough.  I needed to assess the awareness of my board of how critical their understanding our programs and networking was to the organization and to our position in the community.  

Each time I looked over an organization’s financials and fundraising, I found areas needing improving, and fundraising issues that the staff and board had not recognized had changed over time.  It was that process of discovery and analysis that helped me revitalize several stagnant nonprofits and help them thrive. 

It was the fresh perspective of an outsider that made the difference.  In many cases a consultant is hired to show an organization’s leaders what they have been missing and help them make the right changes.  Some of the leadership and/or staff may recognize the issues, but may not be able to be the agents for the needed change.  Thus, the third-party consultant is engaged.  But how do small, struggling under-funded nonprofits afford the rates for an experienced consultant?  They can’t, and so they keep struggling through tough organizational issues, ineffective programs, staff turnover, disconnect with the community, and loss of funding as a result.  And what are the options for well-run organizations to take an occasional fresh look at their organizational dynamics and leadership?

It was recognizing these issues that led me to create several online assessment tools that provide the data nonprofits need to get the overall view of their organization and start recognizing the needed changes to make.  By limiting travel and time of on-site interviews we reduce the cost and still provide a needed summary analysis to help an organization: 1. understand the stage in their life-cycle, 2. examine Staff-CEO-Board relationships, 3. measure their fundraising effectiveness.  

By developing anonymous surveys administered online, I have been able to assist a number of organizations of various age, size and budget.  The survey results are graphed for ease of understanding, and a brief, interpretive assessment is provided of potential action steps for further considerations.  The next steps are up to your organization’s leadership and funding capabilities.  You may decide to engage me or other advisor to help you move forward.  In any case, you will have this very important data with which to help change your organization for the better.

I invite you to take a few moments to examine my website and my background, and the four levels of low-cost assessment analysis tools I offer at jklewis54.wixsite.com/charisnp.  Whether you decide to engage my services beyond the surveys is completely up to you.  I am available to you to discuss how these can help your organization and help you lead quality change.

 

Serving together,

James K. Lewis, m.a., ccnl, cfre^®

Assessing Proper Board Oversight Limits Culpability

This article by Eugene Fram, author of "Policy vs. Paper Clips" is a good overview of critical board roles in providing due diligence. Too many nonprofit boards don’t realize their culpability for CEO performance. Appropriate oversight will provide for proper monitoring and fully understanding organizational issues.

The board must recognize their responsibility as an independent arbiter of facts, without prejudice. It may be that the board's monitoring of the CEO is minimal or non-existent, which puts a level of onus on the board for an escalating issue. Sitting down with the CEO to gain insight and discover what support he or she needs should be the first step when any issue is brought to the board's attention.

Your board and your community (which you represent) are too deeply invested to allow for a lack of proper oversight sidelining your CEO – and potentially your organization’s mission and vision. Remember, your role with the CEO is a partnership!

As a nonprofit consultant, I'm particularly cognizant of the issues raised by this article. I've heard that among the membership of just one national nonprofit association, in the last year there have been about 12 member organizations that have gone through tumultuous leadership shifts, with this being the primary issue.

While the board must step in when appropriate, there must be policy and procedure in place that is closely followed. Only when serious ethical or fiduciary malfeasance is found should a board step in directly.

Developing, protecting, and reconciling the relationship with their sole employee, the CEO, is their primary job.

In light of these concerns, one of the first assessments I recommend is a board survey to highlight any governance and policy issues or disconnect with the CEO. In a majority of my cases so far there have been indicators of a need for board/CEO training in monitoring and policy creation. Every effort at deepening the relationship and trust with your CEO will pay dividends.

Some good quotes for me to embrace today:

Push aside the expectations of others and instead focus on the appreciation of what you've accomplished. If you believe in it, then that's all the truly matters. - unknown

Don't judge me on the basis of what you heard from others. Judge me on the basis of what YOU know about me, or else try knowing me. - Ashish Basumatary

There's people that are just in awe of what you do, and then there are people who just think it's garbage. And I think there are people who are just uncomfortable seeing someone have fun with their job. - Todd Barry

With fame, you can't trust everybody. You can't depend on them being there for you as a person. They will only be there because of what you've got and what you can bring to their life. It's not a relationship - it's a leech. - Chris Brown

The ultimate victory in competition is derived from the inner satisfaction of knowing that you have done your best and that you have gotten the most out of what you had to give. - Howard Cosell

Believe half of what you see and only some of what you hear, unless you hear it from me. - Chris Daughtry

Incredible change happens in your life when you decide to take control of what you do have power over instead of craving control over what you don't. - Steve Maraboli

"Trust in the Lord with all your heart . . ."

Telling your story in freedom

When you share a past failure do you feel the bile creep back up your throat and your heart constrict...you begin to relive it? Telling your story from the pain indicates you haven't yet dealt with it and have yet to realize healing.

Henri Nouwen wrote a journal during the most difficult period in his life. He was encouraged to publish it, which he did (at least some of it).*  In it he mentions addressing his past failures and pains in such a manner that they come to no longer revive the pain and hold onto him. His personal testimony has helped me get past much of a lifetime of hurt involving past abandonment, injustice, false accusation, and apparent failure.

Through the Holy Spirit we can come to a new place wherein we can tell our story from the other side of the pain and failure . . . and "the need to tell the story becomes less pressing."

If you are free from that past, and no longer depending upon it for identity, you can then share your story in freedom and from a new perspective. Its weight is gone and your story may release others from their pain, and get to the other side of their story.

Seek that release and freedom to tell your story from a place of reconciliation.

*Henri Nouwen, The Inner Voice of Love

Seeking Counsel From Failure

Do you follow any thought leaders* for counsel and insight?  What happens if he or she has failed in their leadership?  Can that person still speak into your issues, or do you turn elsewhere?

For some that may depend on their sector and the type of failure . . . and what affect the failure is considered to have on the leader.  For example, in Christian circles, failure is often the “kiss of death” for a leader; in the financial world an ethical violation or fiscal misrepresentation will end any respect.

Less often, I fear, do people perceive the benefit of failure that results in even more reason to seek that leader’s counsel.  Where am I going with this?

An example may be seen in the repentant embezzler who speaks out on the lack of ethical oversight in his industry that allowed his actions.  Another may be the pastor who has gone through reconciliation from an affair who now counsels men on strengthening their marriage.  

Many are the quotes of leaders who state that failure strengthens leadership – even tempers it; making it stand the test of time and providing learning moments from which others can profit.  One such quote I embrace is Teddy Roosevelt’s, “Failure is the backdoor to success” . . . apparently his success came on the shoulders of his failures.  

We won’t accept pharmaceuticals without thorough R&D and lengthy testing, so why would we accept leadership ideas or direction from someone who has never been through the trials and fire of failure?  

Perhaps next time you interview someone for a position or a project, see if they’ve been tried by fire – and ask them to share their most beneficial failure.

Has your thought leader failed?  It may be even more reason to seek them out . . .

*See http://en.wikipedia.org/wiki/Thought_leader

Criticism of Leaders

Criticism is likely the most devastating issue facing all leaders (not just the church) . . . and how leaders face criticism will make or break them. Seeing and accepting what we need to change can help us move through it to successfully deal with hidden issues - or what we might be blind to.

Thom Rainer's blog post helps identify critics and our response to them:

First, realize that criticism is inevitable. Anyone in a position of leadership will face criticism. Deal with it prayerfully and courageously, but accept it as a part of your leadership that it will never go away . . . All criticisms sting, at least for most of us. But not all criticisms are bad for us. Indeed, in many cases our leadership and ministry can be more effective if we deal with critics in more redemptive ways. 

http://www.thomrainer.com/2012/09/five-types-of-critics-in-the-church.php