Tag Archives: Aparna Kothary

Nonprofit Radio for June 24, 2024: The Essential Craft Of Leaving Your Job & Data Privacy


Karolle Rabarison, Laura Guzman, Leana Mayzlina & Aparna Kothary: The Essential Craft Of Leaving Your Job

This provocative panel shares their real stories to inspire you if working at your job, isn’t working for you. They recommend you leave well, and share their advice for your handover plan along with tips for setting up your successor or team for future success. They also help you manage your emotions. They’re Karolle Rabarison from Online News Association; Laura Guzman at DevGlobal; Leana Mayzlina with The Aspen Institute; and Aparna Kothary, an independent consultant. (This was recorded at the 2024 Nonprofit Technology Conference.)


Kim Snyder, Lauren Feldman Hay, Jonathan Gellar: Data Privacy

Kim Snyder, Lauren Feldman Hay and Jonathan Gellar remind you of the fundamental principles of data privacy, as Jonathan reveals his tragic story of data not adequately protected. They encourage all of us to be good data stewards. Kim is from RoundTable Technology. Lauren and Jonathan are with Fountain House. (This is also from 24NTC.)


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Welcome to Tony Martignetti nonprofit radio, big nonprofit ideas for the other 95%. I’m your aptly named host and the pod father of your favorite abdominal podcast. Oh, I’m glad you’re with us. I’d suffer the effects of tetrachromacy if I saw that you missed this week’s show. Here’s our associate producer, Kate with what’s up this week? Hey, Tony, returning to the 2024 nonprofit technology conference, we’ve got the essential craft of leaving your job. This provocative panel shares their real stories to inspire you if working at your job isn’t working for you. They recommend you leave well and share their advice for your hand over plan along with tips for setting up your successor or team for future success. They also help you manage your emotions. There are Carol Robberson from online news association, Laura Guzman at DEV Global Leanna Masina with the Aspen Institute and Aparna Kari, an independent consultant then data privacy, Kim Snyder, Lauren Feldman, Hay and Jonathan Geller remind you of the fundamental principles of data privacy. As Jonathan reveals his tragic story of data not adequately protected. They encourage all of us to be good data stewards. Kim is from Roundtable Technology. Lauren and Jonathan are with Fountain House on Tony’s take two. If he can go to the gym were sponsored by virtuous, virtuous, gives you the nonprofit CRM fundraising volunteer and marketing tools. You need to create more responsive donor experiences and grow, giving, virtuous.org and by donor box, outdated donation forms blocking your supporters, generosity. Donor box fast, flexible and friendly fundraising forms for your nonprofit donor. Box.org here is the essential craft of leaving your job. Welcome back to the Tony Martignetti nonprofit radio coverage of 24 NTC, the 2024 nonprofit technology conference where we are all convened together in community at the Oregon Convention Center in Portland, Oregon. Our continuing coverage is sponsored by Heller consulting technology strategy and implementation for non profits with me for this conversation are Carol Robson, Laura Guzman, Leanna Masina, and Aparna Kari. Carol is director of communications at the online news association. Laura Guzman is director of Communications at DEV Global Leanna Malina is a senior project manager at the Aspen Institute and Aparna Kari is in an independent consultant. Carol. Laura Leanna Aparna, welcome. Welcome. You can talk into the mic. Yes, thank you. Yes, we’re sharing. It might be some jokes might be a little loud because we’re sharing. There are three microphones and four people, but I did not want to four guests. I, I make five but we didn’t, I did not want to sacrifice this sub just because there’s one mic, fewer than there are a number of panelists. So we’re gonna make it work because nonprofit radio perseveres and they all know each other very well. And so we’re sharing it’s communal and it’s gonna work perfectly because the important topic is the essential craft of leaving your job. All right, let’s start at the far end from where I am with Aparna. Ok. What was the genesis of this topic? What brought the four of you together around leaving your job? I might ping it to Carol as our fearless leader and panel organizer if that’s ok. Ok, Carol, you were the impetus for this. Please tell us why. Yeah. So I’ve been thinking a lot about transitions. I’ve had the experience of leaving a call jobs. Uh, one time with something lined up another time without anything lined up. And in the past year I took a leave a few months leave from my current work. And this happened at the same time that three other colleagues out of a team of 12 were also going on leave within a few months and we had a leadership transition. So the question of how do you leave your job? Well, when do you do that? What do you need to do everything from, um, the sort of very tactical pieces of that process to just how you feel about it has been keeping me up at night or getting me up in the morning, maybe both? Ok. And, and how did you uh convene these three? Uh, well, I just, I, Laura and I know each other from, I think we met at a conference years and years ago and sort of, you know, connected and had followed each other’s work over time. And, um, we caught up recently and I learned that she had recently left a job and I thought that’s perfect because I’m looking for people who had been in an organization for several years and um wanted to invite people to share their stories and use that as part inspiration, part provocation to invite other folks to think about conversations with their team and conversations with themselves about these transitions. Yeah. Your session descriptions, talks about inspiration and provocation. Yeah. Um And then from there, Laura introduced me to Liana and a partner and I recently met a couple of weeks ago. I think we recently connected. Um So, yeah. OK. So let’s turn to Laura. I want each of you to tell your stories. Inspiration provocation. Laura, why don’t you begin? That’s a, that’s a big one. But I’ll start with the role that I most recently left, which was uh I had spent about six or seven years at a nonprofit that I loved and continued to love and support, but realized that my road was kind of running out and I was in a leadership role and a moment of a lot of transition within the leadership of the organization itself. So it was pretty tricky and emotionally loaded, I would say. So I left in September and shortly thereafter, I heard from Carol to speak on this. Prior to that, I’ve kind of left roles in different ways and overseen a lot of transition. So I came at this with a deep care for wanting to talk about how we can do it well and how we can build cultures that support individuals and kind of the resilience of the organization. So you’re saying in your last role, there was a leadership void, but your road wasn’t uh wasn’t toward those leadership positions. I wouldn’t say that there was a void, but we had, we had someone leave for health reasons which just kind of precipitated a few years of just a lot of transition and shifting and changing. We were experimenting with co leadership, which was really powerful for us. I had a co deputy director at the time that I adored working with and I saw myself, the organization kind of going in slightly different directions in terms of my own interests and knew that the best thing for me was to figure out how to exit. And also honestly, the best thing for the ORG was to figure out how for me to exit. So I think it all came from a place of growth and longer term resilience, but it was still, you know, emotionally tough to leave a place I cared about for. So long, yeah, we’ll talk some about the emotions. Leanna please. My most recent transition was about a year ago. I had been at N 10 for almost eight years and left for a new role at the Aspen Institute. Um And, you know, in, in reflecting on sort of all of the prior transitions as well, I realized that in pretty much every single role I’ve held, I’ve been the first person in that role, meaning there were no transition documents for me. Um I was on boarding myself, I was creating a new role for myself. I was sort of establishing what the responsibilities are, what the structure is, cetera. And it made me much more mindful of how I wanted to leave a role um to make sure that my successor in whatever role I might be in actually has some documentation, has some tracking of relationships um so that they’re set up for success when they step in and they understand what the sort of the expectations are. Um the goals are and everything that sort of comes with the role that’s very altruistic of you to be concerned about your successor. I don’t know, I don’t know how common that is. Maybe it’s more common than I realize, but still altruistic Aparna. Yeah, I had a transition about a year and a half ago where I left an organization where I was for 10 years. So just taking stock of the responsibility of all of that information. Similarly just was the only person in the role, didn’t have anybody to necessarily hand off that role to at the time. And so I just, I was interested in this topic because I think there’s so much to say about how you, how you leave. Well, but how you take care of yourself as you’re leaving. I just think it’s so important because we do care about the mission in the organizations and I think sometimes it happens at the expense of our own well being. Um And I just, yeah, so 10 years long time, the organization love the people of the organization. I think also just the perception of leaving a place that you love can feel like what am I missing? Who said this in the panel? But what’s underneath and sometimes there’s nothing, sometimes it’s very personal. But I think there’s just such so much conversation that happens around someone leaving after a long time, Carol. Do you want to share more detail of your story? You just said you had left and been in transition and felt strongly about what, what would share more. So we’re going through a lot of transitions. So some of the, some of the challenges they were just really tactical on a small team and you have four out of 12 people who are not going to be in the roles over the course of six months. Um And they hold a lot of responsibilities and then you have um a transition at the, you know, top leadership level as well. And so some of these challenges are just figuring out what documentation do you need. How do you, how do I talk to my boss about who’s going to cover these things when I’m not there? Um Again, altruistic, I don’t, I don’t know how many people think about what’s going to happen after they leave, they just leave and they figure that’s the organization’s responsibility. It’s not mine. I was leaving temporarily. So I went on, I went on parental leave for three months and we had four, taking those leaves at the same time that we had people leaving permanently at the leadership level, including my boss. So, um so, yeah, and, you know, being in the coms role, I’ve had to think through, um it’s not just handing off my, my role that works across the organization, but also thinking about helping other folks communicate about those transitions that they’re going through. Um So that, that was been top of mind in the past year. The other little piece um in my story that has sort of stuck with me and why I think why this keeps coming up is that at one point, I had a manager who from day one told me, you know, you’re here for a reason and this is, you know, we’re going to have this working relationship for a set time and all I want to know is when you’re ready to go. I don’t, I don’t want it to be a surprise and I didn’t believe that at the time is this person actually serious. You know, I, I would never just go to my manager and say I’m looking to leave my job. Um, but they really were serious and over time we built a kind of relationship where, um, I was able to go to them and say, you know, here are some of my goals here. Um Here are some things that I’m interested in. Can you help me talk about the impact of my work in this organization with other people beyond this work? Um And that, that stayed with me so strongly and that’s sort of how I work with folks that I manage now and why I feel so um why I feel so strongly about needing to have these conversations even when you’re not, you don’t even know yet that you’re ready to leave and building the kind of um the kind of culture, the kind of team where people are OK, talking about it that you’re not going to be there forever. You all call this in your session description, a handover plan. The handover plan is that does that is that put into place before a person is thinking about leaving? If it’s for like, like uh almost like a job description, there’s a handover plan when the person is not anticipating leaving, we were mostly um we were mostly talking about the, the plan for when you are leaving, like when you’re ready to go. So the, the session today, um, we split it between, here’s some things to think about to build the kind of team that can handle these kind of transitions. Well, before you even know that you want to go and then we sort of dove into the tactical pieces of, ok, you know, you want to go. here are some things to consider. When um who do you tell, when do you tell them, how much detail do they need? What kind of documentation do you need to put together? And I know a partner has done pretty extensive memos around the work that she led. Ok. Well, I mean, we’re not just going to talk about what you talked about, we’re going to talk about the details that because you’re not going to hold back on nonprofit radio listeners, I’m not gonna have that happen. So we’re not just gonna say, well, this is what we talked about, but we’re actually gonna talk about it. So, Aparna, are you the right person to start off with? This is, so this is what goes into your, your, your handover plan. Is that what we’re talking about? We identified some resources that folks might want to think about putting together before they leave. Some things we talk about were a succession plan, not just for leadership, but for people across the organization, regardless of position. What happens if you leave? What are the things that people need to know more concretely? We talked about an exit memo and different elements to consider an exit memo that are big picture and zoom in on the details and to make sure, yeah, you can hand something over and I don’t know if it’s altruistic. I think that even the fact that we’re having this session is unique to the sector. I think if it was more in the corporate world, it’s like more traditional, not traditional, but just outside of the nonprofit sector, I think you’re right. People do, they leave and they give notice and they’re out. But I think it’s just inherent in our sector that we care about the organizations and the mission and the people beyond just ourselves. And so maybe that is ultra, I don’t know, but I feel like there are so many people in the room, so we’re not alone in how we’re thinking. And so I think that carries forward to the resources that we put together. It’s for, we’ve been in position where we were handed nothing. And so thinking about, ok, someone walking into this role, what do they need to know about the things I’ve set up? So let’s talk about what the things are. What are those things? Ok. In the weeds. I would say things like contractors and consultants we’ve worked with before. How did it go? Would we work with them? Again? What went? Well, what didn’t, where did they leave off? We did a review. Are there introductions to these people if they like you at the time that you’re now, now we’re, now we’re hypothesizing. Now you’re getting ready to leave you, you’ve given your notice, you’re leaving in a month or six weeks or you know, whatever. Um Are there, are there introductions made to these vendors, consultants people you work with on the still live or potentially will need to be reactivated in the next year. So introductions to colleagues making sure people have the information. So the way I split my exit memo up was strategy initiatives and tools and in the initiatives, it was like, what are all the things that we’re doing now that still needs to be carried forward? So for example, we were rolling out our cybersecurity plan, password manager, like fishing, testing, like all kinds of things that we’re doing with a partner. So I hand that relationship over. So all the initiatives that are happening and then the tools we went into. What’s the tool? How do we use it? How much is it? When does it get renewed? Do I think we should use it again or what, what else is in there in the world? And then the strategy was the big picture around what’s the history of our technology program where, what’s what’s the future recommendations I have around staffing? How do I think it should be staff, if I could wave a magic wand a little bit, it’s like visioning. If I could wave a magic wand and you had all the money in the world and here’s what I think you should do. And here’s maybe a middle tier version of that, but big picture initiatives and tools for what I covered. And this is a written document as well. Do you have conversations with the successor? I guess if the successor is known, you’re able to make these introductions. We just talked about the successor is not known, this was more of a shared resource. Uh Laura, did you have contribution? That’s Laura, I’m sorry. Um Leanna, did you uh did you have contributions to the to the handover plan? My handover plan was pretty similar to Parnas. The one thing I would add is my role was or has been in many different organizations, very engaged with community organizations and partners. And so in addition to sort of handing off the relationship, a lot of relationship tracking. So, um you know, writing down the names of all of the community members that were engaging or the community partners and giving some background information, not just like this is the mission, this is the person, this is their email, but some context around this person never responds to emails. You have to pick up the phone or this person is really busy. Don’t ask them for anything unless it’s really critical and then they will step up. So just providing some context and then some historical knowledge of that relationship because people don’t, they don’t love it when someone new steps in and they have no idea about their importance or their relevance. So filling them in on this person has been in the community for 10 years and this is all the ways that they’ve engaged with us. And this is why they’re critical and this is who they partner with. So that relationship management piece um is really important. And then, you know, we, we’ve also talked quite a bit about how the handover document is one thing, but ideally in our organizations, we’re creating all of these, not specifically the exit memo, but a lot of the documentation during our time there when we’re not even thinking about leaving. So documenting how we do certain processes where possible building in redundancy. So like having someone shadow you when you do something so that if you have to step out, someone else can step in um making sure that you’re not working in a complete silo, which I know is really hard in a small organization because everyone is so busy, but just as much as possible trying to build in some crossover. And um like a partner, I was saying sort of succession planning where like once a year you sit down, you look at, you know, your job description, the responsibilities you have, who can back you up and just making sure that’s up to date because at any point, even if you’re not planning on leaving, anything could happen and you really want to leave, not just the organization a good place back to the altruism comment, but also you want to make sure that the people that you’re supporting, like the community and the partners and you know, your fellows, in my case, you want to make sure that they don’t get dropped and they feel supported in the transition. Did you Leanna, did you meet the person who was going to take your place? Take your job? I knew the person but I did not know they were going to take my role. So they were the person who ended up in my role and is currently in my former role, was a fellow. So I had connected with her as a fellow, which was awesome because she was the right person. She knew the programming, but we didn’t get to do a handover just because, you know, that hiring process took time. And so all there was at that point was sort of documentation. It’s time for a break. Virtuous is a software company committed to helping nonprofits grow generosity. Virtuous believes that generosity has the power to create profound change in the world. And in the heart of the giver, it’s their mission to move the needle on global generosity by helping nonprofits better connect with and inspire their givers responsive fundraising puts the donor at the center of fundraising and grows giving through personalized donor journeys that respond to the needs of each individual. Virtuous is the only responsive nonprofit CRM designed to help you build deeper relationships with every donor at scale. Virtuous. Gives you the nonprofit CRM, fundraising, volunteer marketing and automation tools. You need to create responsive experiences that build trust and grow impact virtuous.org. Now back to the essential craft of leaving your job. Laura, do you have anything to add to the to the holdover plan guidelines? I think kind of the direction Lena was taking it of there is that document I put together plenty of shared Google Docs as I was exiting. But ideally, that’s just kind of the icing on top. And ideally you’re building on a culture where it is just normal to keep things documented and to work in the open is a value that we had of, I’m not supposed to be working in a document that only I have access to because I eventually want my colleagues to be able to feed in whether it’s to contribute or just to understand and be able to check in. So I think again, circling back to the initial question of why even this topic, I think places that are resilient and healthy places to work often are places where it’s OK and normalized to leave because we’re individuals with vibrant lives and vice versa. A place that feels like awesome Carol’s moving on to something new. That’s fantastic. Probably also has already existing. A lot of processes like the redundancy Leanna is talking about or the documentation culture or just openness and frankness. So I see it all as very, I don’t know, connected to well being of people and organizations. I still think that’s altruism. Laura, did you, did you know who your successor was going to be? And did you talk to that person about the job? I didn’t, I was in a co leadership role at the time, like I mentioned, so I knew that she would be taking forward a lot of things, but I didn’t meet my immediate successor yet. Did anyone, did anyone ever in any job? Never? Ok. I don’t know. I was wondering if that would be awkward but, but you’re all so generous and altruistic that it might not be awkward at all. Um OK. Well, we don’t know, we, we’ll just say that it wouldn’t be awkward because you have the, you have the best interests of the organization in mind as well as your own best interests. That’s why you’re departing, right? Ok. Ok. Um Have we said everything about the Hold the, um, thinking of the movie, the movie The Holdovers? So I was thinking of Paul Giamatti and the Holdovers, the, the Academy Award nominated movie that the handover plan. Have we said everything that you said in the session about the handover plan? Did we leave anything out? Ok. I don’t want nonprofit radio listeners to get short shrift. We covered the handover plan. Well, we created a couple of templates and gather some resources that are related to that documentation piece. And so we did share that out with attendees on the collaborative notes for the session. Um just as an example of what we’re talking about to make it, would that be possible to share with the public or it’s just, is that like just through the NTC 24 NTC app, it’s in the app. But I mean, if someone listening to this wanted to reach out to one of us, I’m sure we can just send a link and I think the URL is public anyway, so anyone can access it. OK. So what would you search for N 10? I think there’s usually after NTC, a list of all the collaborative notes from the sessions, but I don’t know the Exactly right. Right. OK. Yeah, because I saw it for last year’s 2023. Right. So if you go to N ten.org and you look up 24 NTC, you’ll find the list of publicly available resources there because I know it’s available from last year’s so. Alright. Um Checklist of what I’m just drawing from your session description. I’m not imposing these things on you. You, this is I’m taking from you sample checklist of what to address in your job handover. Well, we kind of covered that. Yeah. Right. Right. OK. I wanna make sure we cover everything, tips for setting up your team or successor for success. Yeah, we talked about that. Alright, but we’ve only been talking for like 23 minutes and we did a 60 minute session. The emotions. Thank you. Yes, the emotions how to leave. Well, let’s um ok, uh Laura, you brought up, you mentioned emotions. So why don’t you? I suspect that I would get caught. You volunteered. You were gracious enough to volunteer the idea. So thank you for sharing. Well, I mean, I hope my lovely folks here in because what I realized actually through the process of getting ready for this panel was that the emotions I had to deal with were my own, were my own fears that I decided after a long period of deliberation that I needed to leave and not directly to another role, which is sometimes harder to talk about. It’s easy to say, look, I’m going to this really cool shiny place. It’s a little harder to say, I’m going to my couch now, like I’m going to rest and recharge and all of that, Lena, you had that because you were, you knew where you were going to the Aspirin Institute at the time you left. So you experienced that, right? Yeah. So I had the first step for me was validating my own feelings and recognizing that going to nothing, going to rest, going to myself was valid. And once I got past that. There was a lot of concern about how is my co deputy director going to take this? I love working with her. If I could, I would work with her forever. I don’t want her to feel bad. How is the rest of the leadership going to feel? How is the team going to feel? And that’s all on me, that’s all on the person who’s ruminating on these things more so than the actual departure. Guilt. It sounds like departure, guilt. Yeah, I think we talked about guilt and shame as well, particularly perhaps in the nonprofit sector where folks have a sense of identity and like uh see themselves as their work or their work as themselves and take it very personally. So for me, the biggest bit was my own emotions that anybody else want to share about. I’m not going to call anybody, anybody else want to share about the emotions they felt in the, in the transition for themselves, for the for family, pressure from family, friends, a partner, I think similar to what you’re saying, I think I realized so many of my emotions around it were not misplaced but blown out of proportion by myself. Like when I actually announced that I was leaving and people were really happy for me. Like I, I just, I had assumed that I don’t know what I assumed the worst, right? You assume the worst you hope for the best, but they were such on opposite ends of the spectrum that end up being, ended up being really great, I think for me, because I was taking a leap to not another organization to independent consulting. I think there was just a lot of fear and it was a realization of how much of my own self worth I had tied up into having a job like a traditional 40 hour a week job. And I was like, who am I? If I don’t do that? Am I worth worth less to who? I don’t know. It just now that in retrospect, when I think about it, it feels silly. But at the moment, at the time, I was like, I don’t know any other way and it felt like a huge leap to say, I want to try something different. So it was more, you’re right. It’s so much internal pressure. And once you make that decision, once you announce it, Carol is talking about a comms plan of like, who do you tell first? And then who do you tell? And what’s that whole list? And I feel like with each little bit of telling, it feels a little bit more freeing and like, oh, this is real and it’s ok and life will go on, someone will get hired and the work will happen and it’ll be fine, Leanna Yeah, that I think, you know, announcing it to or sharing it with your colleagues, some will take it well and encourage you and others might not take it well. And part of my learning was that if someone did not take it well, or they felt like why are you abandoning us? This is your loyalty is here. You know. But I think we think about nonprofits as like family, we’re going to be here forever. And so even I think unintentionally sometimes someone’s first reaction might be like, but why I don’t understand, it just doesn’t compute even if eventually they get to a place of like, I’m happy for you. I get it. But I think for me, it was a learning to, like in the beginning, I was very much trying to manage their feelings and justify and be like, wait, wait, wait. But don’t be sad. But let me explain, but let me make you feel better. And then at a certain point, I realized that wasn’t really up to me. It was not my responsibility. I still as a good colleague and friend wanted to be there for folks, but I couldn’t really control what was going on for them. You know, they might have, I don’t know, maybe they were also wanting to leave and they felt like a little, I don’t know who knows what they call survivor guilt, right? And so it’s hard because you feel like I’m the one that’s creating the hurt. So I also need to manage the hurt, but really it’s not up to you to do that. And it’s hard, it’s hard to sort of set that boundary and be like, I understand where you’re coming from. And also I can’t, I can’t fix this feeling for you. Emotion, Carol, we talked a little bit about, I mentioned the coms plan maybe because I have my coms hat on, but we talked a little bit about um actually having a huddle and thinking through and writing out here’s, here’s who needs to know about this internally. And before a public announcement goes out, here’s who needs to about this, what level of detail, um what level of detail or context that they need to know how is it going to be delivered to them? And so what we found is that sometimes for, for one person, it might be that it needs to be a phone call or one on one conversation with someone you worked really closely with for a very long time. And it would be really shocking if they found this in a public announcement, even though you hadn’t been in touch with them the past year. For other folks, it might be, it might just be a group email. You, you were in touch with this organization at one point in Fy, I, you know, um the transition is happening in this role and, but in all of that, I think you can, you can do a lot of homework and planning how you share it. But in the end, humans are humans and they will really surprise you and sometimes they will surprise you and how supportive they are and how, you know, they, they help you navigate some of those questions that you’re struggling with yourself and sometimes they really might just not take it very well. Um And I think so you can do your homework, but in the end, humans will be, humans will be humans. And that is, that’s not on you. And you know, it’s not your responsibility to figure out how um how the role is going to be filled once you’re gone. I think we’re taking on. We feel like it’s our responsibility to leave it well, but it’s not on us to chart out what it looks like beyond our time there. I think one thing we don’t talk about enough and even I am guilty of hiding. This part is I made the decision to leave when I was on parental leave and that happens to so many people. It’s such a monumental change in your life. And I think there’s so much shame attached with like, oh my gosh, but I owe them X amount of time, whoever it is or I have to go back. I don’t want people to think this is what happens when you go out on parental leave that you don’t come back. And there’s so much complexity that goes into that. But we don’t honor the actual huge change in your life that it feels like for some people. And I think we live on Congress may repeal parental leave. If I abuse, if I abuse it, it may, it may be withdrawn from the nation if I Yeah, maybe like it will affect the policy. The ORG policy. I’m like, you don’t want people to you. And then at the end of the day, I was like, but it’s, it’s my life. I have this one beautiful life to live and I don’t want to make stay for the wrong reason. I want to be there and I want to be present. And so I made the decision kind of halfway into my leave and I didn’t just not go back. I went back part time. I phased out there’s ways to do it with care and compassion that you feel. So it wasn’t betrayal to myself. But I think we just, it feels like an all or nothing like you have your leave and you go back and you just pretend nothing happened in your life. And I think in this age of social media, I was looking at so many people that do that and I did that with my first kid and this is my second kid. And I was like, I don’t want to repeat that for myself. It had to be such an individual decision. And I was like, oh, but all these other people, they can do everything and they’re so happy and they make the home cooked meals and they work outside the home and why can’t I cut it? That is what I asked myself and I had to really let go of that. It’s not me, this is such an individual decision and we owe it to ourselves to really think about it as carefully as possible. Anyway, I didn’t want to not mention that. Thank you. I’m glad you did. Thank you. What about the role of family, friends? Is that, uh is that important? I mean, a lot of you are saying that it’s in, well, you’re all saying it’s individual so you don’t not that you need the support. You, you’re, you’ve made the choice for yourselves. Um And you’re, and you’re learning, you come to respect it but family and friends, any, any role, uh doesn’t really matter what they think you can say that I don’t want to put out a directive that you must discuss with your family and friends. I think, you know, we all have different kinds of relationships and, um you know, I have friends who are peer mentors in a way that, you know, people that I can discuss some of these transitions or questions with, um, in a way that’s really where I can be really safe and vulnerable because they’re not in, you know, involved in the work that I’ve invested in. Um And I’m sure there’s a lot of conversations with families about what it means if you’re, especially if you’re leaving without something. Um one thing that came up towards the end of the session is someone, uh, one of the folks who were there, asked, you know, did you have a, was there a particular thing that made you realize I got to go like this is the moment and I raised my hand and I was like, very easy. I’ve left a job because of money and, you know, if I, if I can’t, um, you know, if I don’t see a way that that can change at all, that’s, that’s me sacrificing something for myself and for my family. So Rihanna, we also talked about how not all um situations leaving a job are by choice. Sometimes leaving a job is also because you’re getting laid off, right? Um And in that case, like you can’t really prepare for it necessarily by talking to your family and friends. But um having been through a layoff, like your friends and your family are your number one support system. Um And it is so critical to be able to lean on those people to sort of figure out both from a logistical aspect like your finances and your insurance and all of that, but also just the mental and emotional support of how to deal with um leaving a job when you’re also like, have maybe even more feelings about it than you would had you made the choice on your own. Ok. How about a closing remark? Uh Carol will let you book in since you were, you were the impetus for this. You kicked us off. Uh Leave us with uh some closing thoughts on the essential craft of leaving your job of leaving your job. I love how you call it a craft too. You could, you could have chosen art. I don’t know if you consider it art. Uh But anyway, you chose craft, the craft of leaving your job. Leave us, leave us with some closing thoughts. And then um I guess my main thing is talk about it, talk about it, talk about it from day one and towards the end of the recession, a few people came up and um some folks said, oh, I’m, I’m thinking about leaving my role. You know, I, I’m so glad I sat through this. Another person said, I just left a role that was not working out and sitting here felt so healing to be together with other folks who are sharing about their experience and speaking with us. So I think um in the lead up to this session, I had connected with other folks about it as well and even arriving here when people would ask, oh, like, are you presenting? And I would mention this is the session that I was, um I was speaking on. Most people had a pretty strong reaction to it. Like I think we just don’t talk about it enough. So, um you know, sit with yourself and, and think about it for yourself, but also talk about it with your team as you build out those teams. Thank you. That’s Carol Robison, Director of Communications at the online news Association with her is Laura Guzman, Director of Communications at DEV Global. Also Leanna Malina, senior project manager at the Aspen Institute and Aparna Kari, independent consultant. Thank you very much. Thank you all. Thank you for sharing. Thank you all. So that’s you’re gonna leave us book ended. You remember I was like, I’m gonna stop talking. People have better things to say than me. Thank you all very much. And thank you for your, for being with us for the 2024 nonprofit technology conference where we are sponsored by Heller consulting, technology strategy and implementation for non profits. Thanks for being with us. Thank you. It’s time free break. Imagine a fundraising partner that not only helps you raise more money but also supports you in retaining your donors, a partner that helps you raise funds both online and on location so you can grow your impact faster. That’s donor box, a comprehensive suite of tools, services and resources that gives fundraisers just like you a custom solution to tackle your unique challenges, helping you achieve the growth and sustainability, your organization needs, helping you help others visit donor box.org to learn more its time for Tonys T to thank you, Kate. There’s a new Jim guy. Uh I’ve been overhearing. Uh I haven’t seen the previous gym guy, I’m sure he’ll be back. The one who, uh, gave me the, the lesson in motor boat, uh, engine troubleshooting and, um, the, uh, narration for the Blue Angels, uh Memorial Day show. I haven’t seen him, seen or heard him. I haven’t heard him lately. He hasn’t been in the same time that I go, but there’s another guy a little loud, you know, loud, uh, older easily. I’d say 75 or so. Uh And he has recently been diagnosed. Uh, of course, I’m learning this as I’m forced to listen to him at the gym with idiopathic pulmonary fibrosis. Now, I knew right away idiopathic means the, the doctor can’t determine the cause. It’s just an unknown cause and pulmonary fibrosis, I wasn’t so sure about. So I, I mean, obviously I knew with lungs, pulmonary lungs, but uh, so idiopathic pulmonary fibrosis, they don’t know the cause but your lungs thicken and harden. Uh and, and they sort of grow these fibers, they become fibrous and lung tissue is supposed to be uh loose and expandable and contractible and flexible and permeable. So he’s got a serious and it’s a serious disease. Um, he comes to the gym with a supplemental oxygen tank, he’s got a tank strapped across his shoulder like a, like a woman might wear a, a purse in a crowded subway or, you know, in a, in a busy uh in, in a busy city, you know, like, so you don’t want it to be taken off your shoulders. You’d wear it across your shoulder. And that’s the way he wears his supplemental oxygen tank. And I was thinking if this guy with a supplemental oxygen tank can get himself to the gym and he’s working his ass out, he works on a bike. Uh, that, that seems to be all, that’s all I saw him doing. I think that’s all he does. He’s on a bike, but this guy’s got supplemental oxygen and he’s, he’s pushing himself to get to the gym and work out. So I think if idiopathic pulmonary fibrosis guy can get to the gym, we all can do some form of exercise, whether it’s go to a gym or run or yoga or even meditation is exercise. What, whatever it is, pick your, pick your workout, free weights, Pilates, whatever, Peloton, whatever it is. If this guy can work out, I think he’s an inspiration for all of us. And that Stony take two Kate. Now, I feel inspired to go to my Monday yoga class. Now, I wish it was tonight. I’m gonna go do yoga now. You, well, maybe there’s two classes a week you can go to. Now, I gotta figure out if there’s Thursday night yogas. All right. Do it. It working out if, if this guy can do it, any of us can. We’ve got vuko but loads more time here is data privacy. Welcome back to Tony Martignetti Nonprofit. Radio coverage of the third day of the 2024 nonprofit technology conference you might be able to hear in my voice just a little bit that this is the third day we’re sponsored at 24 NTC by Heller consulting technology strategy and implementation for nonprofits with me. For this conversation are Kim Snyder, vice president of data strategy at Roundtable Technology, Lauren Feldman Hay, the Chief Information Officer at Fountain House, and Jonathan Geller, a member of Fountain House, Kim Lauren, Jonathan, welcome, welcome to nonprofit radio. You’ve done your session already? Have you or is it this afternoon? Ok. Ok. Very good. First day you took care of it. So maybe we’ll talk about some of the questions perhaps that emerged from there. We’re gonna talk about a little more privacy. Please diving into data privacy for nonprofits. Jonathan, let’s start down the end with you seated. Uh furthest from me. Well, you know who you are, but for the folks, uh folks who don’t have the advantage of video, Jonathan is seated uh furthest. Why do we need this? Why do we need the session, Jonathan, what, what was the impetus for this? Well, for me, uh being a member of Fountain House, uh first of all, something that I that I’ve been screaming, screaming about from the mountain top for over 20 years is data privacy just personally. So once I became a member of Found House and I saw how seriously they treated my data. It was, it was refreshing. All right. So you, you, you saw the impact of uh Fountain House’s scrutiny, scrupulousness, scrupulousness, not scrutiny. Um Alright, so Lauren, why don’t you share a little bit about what, what fountain house is about and uh why, why you are so scrupulous about your members data. So um Fountain House is an organization um that was one of the first uh the first clubhouse for folks with serious mental illness. Um It was formed by members um for members and so staff and members work really closely alongside each other, which means that members and staff um work with member data. And um and we want to make sure that members and staff um know about data privacy and know why it’s important um especially when dealing with really sensitive personal information for folks. Um And I guess, yeah, that would sum it up. We’ll go into more detail. That’s a good, that’s a good kick off. Thank you. And um Kim, can you uh add your your perspective to the, to the overview the why for the topic? Um Well, besides for the fact that data privacy protects data that belongs to people, and I think that’s what we need to remember. There have been numerous data privacy regulation, numerous laws passed in, in states and we’re seeing an increasing number of that, of those kinds of laws. So it does speak to something that nonprofits need to think about being compliant with or being able to answer to at a time when people are thinking about their own privacy more and might be asking questions about it. Privacy is very aligned on in terms of ethics with a lot of nonprofits and nonprofit values and very human centered approach to data. But now it is entering the kind of we’ll call it regulatory world. Um So I think it does need to, it, it has implications for how nonprofits work with data, the regulatory world. So you’re referring to the pi i the personally identifiable information and, and states, I mean, there are a lot of states that are enacting laws uh that what we’re referring to. Yeah, they’re, they’re picking up steam because federally we haven’t been able to pass a law. So GDPR, which is the general data privacy regulation that came from the EU really created a framework for data privacy and what it means that an individual has rights to their privacy. So if I give you my data, I have certain rights, my data does not become your data. So that, that comes with certain implications and in the absence of a federal regulation, we’re seeing more states pick it up. And in 2023 7 states pass privacy laws, they’re all a little different and not all of them will cover nonprofits necessarily. But in a time when people are more privacy focused, you need to be able to answer to the kind of data practices that would allow you to comply with these regulations. Are there some state laws that exempt nonprofits? You, you just, you just mentioned some don’t apply to nonprofits. Are, are there states that exempt nonprofits explicitly? Well, I’ll say I won’t say they exempt them explicitly as well. There’s a, there are carve outs for nonprofits in some states. Yes. And because some of these laws will are more designed around higher revenue, for profit sales of data, things like that the law might apply to a certain threshold of annual revenue that a lot of nonprofits wouldn’t meet. But that said there are other laws that apply to nonprofit organizations and as we operate in a more boundary world, uh uh in terms of different states and, and also collecting data of people who live around the world in different countries, we need to be thinking about the implications of these kinds of laws. So while there may not be a law in your state, um it still is relevant because these laws cover the residents of the States and the countries um for the people whose data that you collect doesn’t, doesn’t necessarily have anything to do with where your place of business is. Also. Some of the laws also deal with that. So, so it’s based on the individual’s state of residence and uh your and or your, where you’re doing business. OK. So in other words, you need to be acquainted with what your state law is around privacy and data protection. That’s because we’re not gonna be able to, you know, we can’t, we can’t survey the whole country. You need to know what is, what applies to. But it’s also to your states where your, where your folks are, where you are. And yeah, might include donors across the country. Might include donors in Europe and other folks too. So you might not naturally think, you know, Fountain House is a New York based nonprofit, but we’re starting to do work with more clubhouses around the country. We have a history of working with clubhouses around the world. Um But when, when a lot of folks think about Fountain House data, they might first think about our own member data or employee data and having that based in New York. Um But really, you know, we are collecting data about people um donors like from, from around the country around the world. So the law would say you’re doing business in all these states where your, where your donors are. Ok. And that gives them that gives the state jurisdiction over your practices. Yeah, I’d like to add something though about um not getting too state focused but thinking of the framework that was laid out by the GDPR because all the laws are based on that. There’s some variation of GDPR thinking of that instead as a framework for trust and responsible data practices because it may not be in a state that you’re in today, but it could come and we’re in a time of more, the, the term digital trust speaks to do people trust what places are doing with their data. And I think as nonprofits, we want to be able to have the most human centered data practices and be able to answer to questions say, if a donor, um whether or not their state has a law says, you know, II I would like my data deleted. Do you want to be the nonprofit that says, well, if it’s a donor, then you legally are obligated to hold on to that data. But so that then you can say that. But if it’s just like a marketing or, or something that you’re not, you’re not legally required. Do you want to say, well, you know, you’re not from a state where that applies. So we’re not gonna do that. So it, it, you want to start thinking about this because it is and it’s the right thing to do the right thing to do. Jonathan, let’s go back to you. Take it from the organizational level to the individual. What, what were your, what were your concerns? What are your, well, you’re still concerned. Fountain House is treating you right? But other organizations, companies that you deal with may not. What are your concerns around data privacy? Well, my concerns stem from the fact that as someone that was the victim of identity theft and uh poor data practices. Um um I’m very concerned about what organizations are doing with my data. And even after being uh becoming a member of Fountain House, after dealing with my own mental health challenges, I certainly wanted to be more aware of what data was collected and what, what they’re doing with the data. Um So one, once I became a member and then within uh the unit that I’m a part of which is the research unit, we do a lot of work with other members, data, not just uh my own. So it was required that we get hi, a trained hi A certified so that we handle the data in the appropriate manner and that we treat other people’s data like our own data. Um What was your own story that uh of the the where you were victimized? Um Basically all of my information, people would just approach me and hey, this is your social security number. Hey, this is where you live and I’d be sitting there saying how did you get this information? There was some bank account stuff that happened and it all just some of that contributed to my declining mental health? I see. All right. Thank you for the personal side of this. I don’t think people think of that at all, you know, they think about the the credit report impacts the, you know, the credit worthiness impacts. Thank you. Alright. Um Lauren, let’s turn to you. For some I’m taking from your session descriptions. I’m not, I’m not imposing this on the on the three of you. That’s what you wrote up. Uh fundamental principles of data privacy. We started to touch on some, but let’s go into some detail. You’re our Chief Information Officer representative. So um like Kim said, I think starting from a culture of trust is really important, knowing the regulations, important, but also not getting overwhelmed by the amount of regulations because there are a lot and working at a nonprofit, you have limited resources, you usually have staff and constituents members who have varying levels of digital literacy and digital understanding and comfort with technology. So you have to meet people where they are. Um and, and, and have conversations about data and about keeping data secure, you know, which has a relationship to cybersecurity as well and learning about things that could compromise your data, conversations with. You’re talking about employees, volunteers, anybody who’s in touch with other people’s data. So it’s useful especially to have conversations with folks because whether you’re a new employee, be a new member, you might not know the types of information that are being gathered, the pieces of data that are being gathered to accomplish your everyday work. You know, because our organization Fountain House is complex. We’re growing, we’re growing quickly. Um We’ve been around for a long time but things change over time and, and how we process our membership. Um app applications, how we um either share information with external stakeholders or partners like health insurance, um managed care organizations that evolves and we need to have the conversations to be able to know, you know, what does this department or area of Fountain House want to do with information in order to serve folks better or outreach to more folks. Um And if you don’t have those conversations and if we don’t communicate, we don’t always know what’s going on aside from conversations. Can you share another best practice with us for, for listeners? Yeah. Um I would say um I really like documenting things in different ways because people learn in different ways and especially working in an organization where um you know, folks are at different levels of digital literacy, it really helps to have maybe like a visual a diagram um and some written documentation and then conversations uh we have a very verbal culture, I would say at Fountain House. So being comfortable with conversations, but then also having other ways for folks to learn and absorb information or go back. Um And, and see the, the documentation about, oh, now I know when I enter information into this system, it’s also used by this other system because I can see the visual connection between the two systems in this diagram. Whereas just interacting with them on the computer or on a tablet, I thought they were completely separate. So that type of thing II I found has been helpful as well. Kim. Can you add to our list of best practices for data privacy? Sure. Well, one of the things that’s really important to is to, well, first of all, getting to know what data do you collect, you can’t protect that, which you don’t know you collect. So, and it is a lot about, that’s adorable. Sort of a poem. Data privacy poem. I’ll work on a better one for you next year. Um But uh where was I? Um you can’t know how to protect what you don’t know that you? Um So, OK, so one of the things that’s really important because this is overwhelming, maybe you can come back with a haiku next year. I will do that. In fact, I’m sorry now. So, one of the things that’s really important is getting to know what data you collect. And I’ve been working with nonprofits for um 30 years and data actually got my start at Fountain House, which is interesting to be back working with them. But um um data in nonprofits tends to, tends to be by its nature rather siloed because a lot of nonprofits are program driven. So there isn’t a sense of what all do we collect? Whose data do we collect that might be sensitive. So the first real task in any of it is getting to know what data you collect. Well, how do you do that? That’s kind of for people who have a full plate. That’s, that’s a lot to also take on, right, the data inventory if you will and that is done or that is that job is made easier when you have what’s known as data stewards or different people. Departmental champions of data, they don’t have to be data analysts. There are people, in fact, sometimes it’s better if they’re not. Right. It’s more important that they know your organizations, what programs, what’s happening with programs and what’s going on in each of these different areas and departments, you kind of appoint folks as a data steward. I those are anointing with Excalibur like King Arthur and the round. I was thinking of what is uh uh from the Lady of the Lake that’s from um Monty Python, the Lady of the Lake. OK? Not like that. Um But, but you ID these, you identify them, they’re not always like the, the the program director, right? It’s people who find they have a, they kind of get along with data. You find those people, those are your gems and the fountain house. It’s, it’s, it’s so great because it’s members and staff and it’s, and those people will know your data stewards will know what you collect and you engage them in the process of understanding what you collect, understanding how data moves, right? Lauren was talking about diagrams but understanding like how do we get this data and then what happens to it and what are the steward’s responsibilities. Why are we anointing these folks? We are? Well, I don’t officially have an anointing process. That’s my word, but I encourage every organization. What do they do? What do our stewards do they get to know the data? They, um we actually have templates and things like that. These are the kinds of things we gave out in the webinar. Uh They document what it like the flow of information through their various area. It could be very specific to one program. It could be a department. Um It really depends on what their perspective is, but they there and there’s a certain template for interviewing kind of to understand mapping, start to map the structure to the flow of data through your organization. And at that point you can identify. Wow. OK. We’re collecting very sensitive information in XYZ program. OK. Wow. What are we doing with that? How do we protect that? Where is it all going? Do we share it? Do we allow people to download it to their computers? Hopefully not Jonathan. What does, what does Fountain House do specifically that you as a member? See? And that reassures you. Well, again, I’m just basing this off of my experience. Um This is as Kim was mentioning before about the data stewards. It’s something that I wasn’t anointed. The Lady of the Lake did not know it didn’t happen in a way at all. They basically said you seem to have an apt some some level of aptitude for this. So you need to get HIPAA certified. And I said, sure I’ve had experience with that in the past. Um Basically, now again, this is more from the member side, not so much the donor side. Um Anything from processing the nece uh the necessary membership applications as Lauren was mentioning before just uh inputting the data within into certain systems, sometimes migrating that data over to other systems. And then for me, what’s the most important part about it is I treat everyone’s data like I’m handling my own data and you feel like others in Fountain House do the same. I’m looking for, you know what reassures you about what they do. It’s just again, as Kim was had mentioned, just the conversations you have with people, they’ll sit there, privacy is something that’s very important to me. So they’ll sit there and due to the fact that it’s just it’s an open culture, but it’s also a respectful culture. So it’s someone sitting there saying listen, is this something you would like to talk about in private? Come here, let’s talk about this in private. So we could go over this, we could find out what to do. If you have any questions, there’s, there’s boundaries put in place and their unspoken boundaries. But it it’s I think it’s more of a respect than anything else. Respect, respect for the person and, and their data. I mean, and this could be as simple as like address. I mean, I’m thinking of maybe an animal shelter. Well, they need to have your address, they need to know where they’re placing adoptions, right. I mean, it doesn’t have to be social security number and credit cards and children’s names necessarily address and phone number, email. All of that is considered personally identifiable information and we want to make sure we protect it. Um, we in our clubhouse locations, uh we have members and staff working together with contact information of other members reaching out um conducting outreach, phone calls, emails, texts, and people take that information seriously. Um And um they want to engage with the member and they know that other members also will be engaging with their information and reaching out to them. So I think that participation, that direct participation really lends itself to both understanding why it’s important to protect information. Um because data is information, you know, it could be on paper as well. We haven’t really talked about that aspect of it. Um And, and also identifying and working with, with people’s strengths. Um That’s something that’s really important in our culture too, to identify people’s strengths and come from that approach. And, and that’s kind of a similar, a nice parallel with identifying data stewards, identifying folks who, who might be doing things and they don’t consider themselves a data person at all. Um They might be really focused on, on helping folks find employment or housing. Um And then they learn more and more about data and then, you know, a new, a new phase of their partnership and membership in Found House emerges, which is pretty cool. What came out of your uh your session? Like what, what questions that uh you remember uh were, were poignant, interesting questions or comments or comments from the audience. Uh One that stood out for me was there was a gentleman who informed us that he, he became sort of the accidental techie at his organization. And he said, how do I start this conversation? And it’s a simple question because is, is there, you know, it, it sounds like is there a specific approach, is there a way to do this? And I’ve had experience in sales and marketing in the past. So I just, it stood out to me as a very unique question because the answer is just simple. Just start talking to someone. What do you do? What’s what throughout your workflow day? What is it that you do? What is it that you handle? What is it that you come across? What do you use to? What do you use to navigate this? What do you use to complete it? Just ask a question. That’s all you have to do. And I think I was thinking of that same, that same person and that same question because a lot of times if you end up being the accidental techie or the person who’s, you know, maybe the first person to, to start talking about, about data privacy and, and the risks that we have as nonprofit organizations having lots of personal information on, on lots of different folks. And how do you, when you’re say a small nonprofit, especially where you don’t necessarily have someone in charge of operations as a whole or technology as a whole. Um How do you start having those conversations with people, you know, who aren’t necessarily on your team? They might be on a different team. Um You know, working in finance or you might be working in like marketing and like keeping all the social media accounts up to date. And so having having conversations can then help you start to have a venue like a regular, you know, meeting series where you talk about things like data privacy that maybe didn’t have a home before and then by, by having these conversations, you start to build a home for it and more and more people begin to learn about it and realize its importance. Anything else from the session that stood out comments, questions that maybe questions you weren’t anticipating. We didn’t have that much time. I will be honest um in the side because it was a full plate, let’s put it that way. Um Wish we had more time for people’s individual questions. I think one of the, I can talk about one of the takeaways that we wanted people to have and I think both Jonathan and Lauren have spoken to this already. But the idea of this is a journey and you can find a way to mesh it with your culture. This does not require lots of technical tools, getting to know your data is by and large, not a technical task. It’s one of having conversations, it’s talking to people and often people want to sit down and have these conversations and to build that knowledge base in your organization to start to, you know, educate your staff, your colleagues on this is what we collect. Well, these are kind of the policies we might wanna put in place in order to make sure that we’re handling data uh in a way that’s, you know, both respectful and enables us to get our work done. Jonathan, I’m gonna ask you to close us out as the, as the person who was uh sounds like devastated by AAA breach of, of data. So talk to our listeners in small and mid size nonprofits and remind them how important it is and what you want them to take away. I think um when you’re dealing with sensitive data again, as Kim had mentioned, no, and Lauren has mentioned, know what your data is, know what it is that you, you have your hands on and take the necessary steps to ensure that you treat others data like you would treat your own data. That’s Jonathan Geller. He’s a member at Fountain House with him is uh Lauren Feldman Hay, the Chief Information Officer at Fountain House, and Kim Snyder, Vice President of Data Strategy at Roundtable Technology, formerly of Fountain House. All right, Kim Lauren Jonathan. Thank you very much. Thank you so much. Thank you. Thank you a pleasure. Thanks for having. Thanks for sharing and thank you for being with our coverage of 24 NTC where we are sponsored by Heller consulting, technology strategy and implementation for nonprofits. Thanks for being with us next week. Use your tech to enable generosity. If you missed any part of this weeks show, I beseech you find it at Tony martignetti.com were sponsored by Virtuous. Virtuous, gives you the nonprofit CRM fundraising volunteer and marketing tools. You need to create more responsive donor experiences and go giving virtuous.org and by donor box, outdated donation forms blocking your supporters, generosity. Donor box, fast, flexible and friendly fundraising forms for your nonprofit donor box.org. Fast, flexible, friendly fundraising forms. II, I can’t get over the alliteration. Love it and I didn’t write it. You know, they write it. Our creative producer is Claire Meyerhoff. I’m your associate producer, Kate Martignetti. The show, social media is by Susan Chavez, Mark Silverman is our report guy and this music is by Scott Stein. Thank you for that affirmation. Scotty be with us next week for nonprofit radio. Big nonprofit ideas for the other 95 percent go out and be great.

Nonprofit Radio for April 19, 2019: Grit: Succeeding As A Woman In Tech & Great Ideas

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Marisa Lopez, Sara Chieco, Tami Lau & Aparna Kothary: Grit: Succeeding As A Woman In Tech
Our panel takes on the common challenges facing women in tech as they share their own stories and reveal lots of strategies for succeeding in this overwhelmingly male-dominated career. They’re Marisa Lopez, Sara Chieco, Tami Lau & Aparna Kothary. (Recorded at the 2019 Nonprofit Technology Conference.)

Graziella Jackson & Marcy Rye: Great Ideas
Also from 19NTC, we get methods for generating strong—even breakthrough—ideas, everyday, with help on how to choose and implement the best ones. Our panel is Graziella Jackson & Marcy Rye.

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Hello and welcome to Tony martignetti non-profit Radio. Big non-profit ideas for the other ninety five percent. I’m your aptly named host. Oh, I’m glad you’re with me. I’d get slapped with a diagnosis of silicosis if you mentioned the bird brained idea that you missed today’s show grip succeeding as a woman in tech, Our panel takes on the common challenges facing women in tech as they share their own stories and reveal lots of strategies for succeeding in this overwhelmingly male dominated career. They’re Marissa Lopez, Sarah Chico, Tammy Lau and Aparna Kothari that’s recorded at the twenty nineteen non-profit Technology Conference and Great Ideas, also from nineteen ninety Sea. We get methods for generating strong, even breakthrough ideas every day with help on how to choose and implement the best ones. Our panel is God’s piela Jackson and Morsi ry. I’m Tony Steak to thank you. We’re sponsored by pursuing full service fund-raising, data driven and technology enabled Tony dahna slash pursuing by where you see Oppa is guiding you beyond the numbers regular cps dot com by tell us turning credit card processing into your passive revenue stream. Tony dahna slash tony tell us, and by text to give mobile donations made easy Text. NPR to four four four nine nine nine Here is grit succeeding as a woman in Tech. Welcome to Tony martignetti non-profit Radio coverage of nineteen ninety Sea. That’s the non-profit technology Conference coming to you from Portland, Oregon, at the Convention Center. This interview, like all our nineteen ninety si interviews, is brought to you by our partners at Act Blue Free fund-raising Tools to help non-profits make an impact. This topic is grit. Succeeding as a woman in tech panel is all tech leadership. Women beginning with Closer to me is Marissa Lopez. She’s director of account management, presents product group, then. Sarah Chico is director of technology. Social Impact of Presidents Prat Presence Product Group. Tommy Lau is senior self sales force. Energy engineer Tommy Lau is a senior sales force engineer. Social Impact Presents product group and Aparna Qatari is director of technology operations, a global citizen year. Technology. Women Welcome. Thank you. Thank you. Thank you. Technology leadership with women. Welcome. That’s what way women in Texas. They’re succeeding as a woman in tech. This’s not. This is not a panel of lackluster professionals. A panel of successful professionals Important to make the difference makes a distinction. All right, um, let’s talk down the end there. A partner. Thank you for sharing Tammy in a partner. Thank you for sharing Mike’s. The panel is so big, but I didn’t want to exclude anybody, So let’s start with a partner, you know, Give us Give us the headline. Give us the headline in the lead. What is it? What does it take to be, uh, to remain as a successful woman in tech not to get there We’ll get we’LL get to the get there But what does it take to remain st Stay, Stay as successful as you have been I think because you know where you are, right? I think we’Ll probably have slightly different answers with this, but probably with an underlying theme of community and finding a community that you resonate with that you could be comfortable with. One of those communities for us is amplifying. We are working with people with underrepresented voices in tech and so we have in person groups, online groups. But the fact of having a group of people who you can be yourself within share yer challenges with I think something about being an underrepresented voice and tigers when you’re in the workplace. You sometimes don’t want to show that you don’t understand something. Don’t know something are are kind of not faltering but are struggling a little bit. And so it’s been really nice to have a community of people where you can show those struggles, get support, get riel. Resource is without judgment, without judgment, with pretense. So that has to me that has been kind of a game changer. Tammy, would you want to add anything to the community? Sense of the importance of community? Yeah, absolutely. I think I wholeheartedly agree with what partner said. Just finding this community specifically amplified. But other women in tech communities as well has really made my life as a woman in tech so much easier, so much more fulfilling and has really helped me to get to where I am today. Andi organization is amplify. Is that right? Yes, amplify were amplified out, or ge amplified dot org’s okay there. Pointing to Marissa was where assuring the amplify shirt. But everybody doesn’t have the advantage of the video. Yeah, most of our audience is podcast, right? So So what’s that make sure? Amplify. It says amplifying. Yeah, that’s right. We are amplified out. Organs are website in the name of the group. Example. Five. Okay. Okay. Um so, Sara, let’s let’s get you in on the headline. Anything more than community? Uh, probably. I think perseverance and hard work and diligence are are kind of traits that I feel I’ve had to exhibit and had to be strong at in order to succeed and continue succeeding more, though more so than male counterparts, do you feel on the persevere inside, Absolutely absent, really persevering over what persevering over the challenges that come as being a woman in technology, in having managers that don’t understand necessarily how to relate to you or how to speak to you properly, or how to kind of bring out the best in you being having to do that on your own essentially and kind of overlooking, you know, various slights and or obstacles that are put in your way because you’re a woman and not similar to your male counterparts. What are some of those obstacles? Pay disparity, promotion disparity? You know, I was once told, yes, it’s true that you’re better than your male counterparts. And yes, it’s true that they all are making more than you. But it would just be too hard to re calculate the pay scale at this point in time. So we’re just going to leave it as is when this is done. That’s your trouble line. Herbal example. Yeah, too much trouble. It’s just one minor example, but it’s been like that. I have a master’s degree in computer science. I’ve been in Tech since the nineties, and it’s gotten better, but it’s still definitely not all the way better. Okay, because there is a stereotype that people are guys. Yes, guys become computer scientists. Yes, I was a graduate teaching fellow and out of a class of one hundred twenty six students, one was a woman. Reza. Yes. What do you want to say to introduce this? What do you want with the headliner? So what comes to mind for me is the title of the session, and so it’s it’s really what Sarah said around perseverance like to be the word grit, little shorter little fun, more fun and a little more edgy, but really is about the same thing, right? So to be gritty. I mean, if you think about Grigg, you’re thinking about, like, a piece of sand in your eye you’re thinking about, like, you know, biting your tongue. You’re thinking about surviving something they, you know you’d rather just bail out on. I think all of that, really. You know, they’re analogies for the experience of being a woman in technology. Um, some of the common challenges other. Certainly. Sarah listed a couple of poignant and illegal leased. The pain started challenges, Uh, other challenges. Are you willing to open up to any personal I mean, get personal, But what’s happened to you personally as a professional, uh, that I don’t feel comfortable talking about on this radio cast, but I will say that toe piggyback on what they all were saying about community, I think one of the big challenges is also just around being vulnerable and not being able to be vulnerable in the workplace. And that is one of the reasons we need our community. The vulnerability aspect. Yeah. All right. All right. Okay. Anybody wantto respond to what I you know? Like what? What you faced Shuriken in general. So as you mentioned Yes, the stereotype of programmers and developers. Being men is a constant challenge. I’m fighting whenever I’m in a space with other developers. I always have to to feel like I have to prove that I am also a programmer. And over that, yes, I do belong there. Yes, I don’t look like you. Yes, I do indeed. Write code, you know, so that constant mental energy of having to prove myself and altum to convince others I belong, you know? So there’s that that costs to my tio, my energy and my time that there’s that men don’t have to do, don’t have to expend Yeah, partner, I think for me I think a lot about the role of assumptions, both assumptions that are placed on us. But once that we have placed on ourselves just based on how way have been raised in a society as such. And so I think about how we were talking about how your first job out of college, that salary really sets you on a path of, you know, Sal er, promotions and salary raises and how you start off when I think about the wage gap. We’re starting off at a disadvantage for no reason other than our gender perceived gender. And I just get the assumptions role of has really made it made it more challenging, but also made it harder. Tio Excavate what the challenges for? Because it’s so ingrained in my own. Have you, uh have you done your session yet tonight? Coming up. Okay, so now I know a lot of what you’re gonna do is spend time listening to with stories are coming from the audience. Okay. Are you not? Yeah, I thought you were some but we’re also going to talk about our stories. OK? Yeah. We’ll be telling stories. Okay. Uh I guess in more detail. Alright, Thin. You want thirteen thousand strangers to here? Ok, I understand. It’s not a perfectly safe space. It’s time for a break. Pursuant. The art of first impressions. How to combine strategy analytics and creative to captivate new donors and keep them coming back That is there a book on dahna acquisition and how to make a smashing first impression. You’LL find it at the listener landing page which, as always, is that Tony dahna may slash pursuant with the capital P for please let’s do the live love live love goes out. I don’t know where you are because we’re pre recorded, But you’re listening live. And I love that you are. It seems like strips that I love you. I love that year. I hardly know you. I don’t know you at all. So I love that you are listening and the live love goes out. Let’s just Let’s just keep it at that. Let’s not get carried away. And the podcast Pleasantries. Of course. The pleasantries have to come on the heels of the love first love. Then the pleasantries tow our podcast audience. Thank you for listening via podcast pleasantries. So from here we go back to Marissa Lopez, Sarah Chico, Tammy Lau and a partner Kothari. You think I could say all those names? Here they are. We’re not quite halfway, but let’s move to the positive. Okay, Okay. I’m gonna put you on the spot. Although you did say you’re willing, but yeah, I think we’ve We’ve covered the challenge is sufficiently. I think I think the guys there’s a lot more to talk about. Guys, we’re listening, Tio. All right, Go ahead. Teresa. You wanted Teo won’t do one more. Well, I just think. I think the pay in salary is actually really huge and really a big deal and really a really problem. And it it goes deeper than the workplace. I mean, when you’re getting played last year, disadvantage of the world, your children at our disadvantage. Some people are a disadvantage to their partner. I mean, that’s like a huge, huge power issue that women have to deal with. I say I would say myself specifically I was. I kayman attack about a quarter way through my career and I was severely underpaid. I didn’t know that I should be getting paid more. There wasn’t a lot of salary studies out of the time, and I didn’t come from a tech background. I wasn’t part of the network. The good old Boys network for folks know how much people are getting paid so again without that community, that network in that background, I got underpaid for many, many years and I will never be able to make that up, you know, like Aparna said, like you can’t make up for being underpaid early in your career affects your the rest of your life. Yeah, home holds you back and that’s it’s all based on the beginning. All right. You want to Sara? Sure. I can give you an example. So I worked at a start up in San Francisco down your South Park maybe almost twenty years ago. And though it was, you know who’d strap warehouse, whatever. And it was just it was one person who kind of ran the office and the company at operations. And then there were five software engineers and I was the only woman in the company, and I didn’t often open. We didn’t have, You know, anybody who opened the door had kind of an office role. Occasionally I did. Mostly, I didn’t. But whenever I would get up to answer the door, sure enough, the guy who was standing at the door would ask me to get him coffee. Never once did any of my male counterparts get asked to bring coffee too, you know, I mean, it’s just little things like that that happened throughout your career. Kind of perpetually. But I don’t even drink coffee, nor do I know how to make it. So you know, I know I do know how to make it, but I don’t like you drinking? That’s irrelevant to the boy. Almost. Why were you hired in that company? Uh, because I was a good software engineer. So they so they were open. They recognized your your professional talent. But then it was the visitors who ask this now. I don’t know. I’m sorry. These air. Oh, that’s right. You were opening the door of the visitor’s presuming that you’re the office secretary. I’m the secretary, makes the coffee. Women and minorities will deal with micro questions like that every single day. I will tell you every single day in the workplace, and it is very exhausting. And I I think that that is part of the reason that folks with underrepresented voices do not get promoted to leadership is they don’t have the additional band, wants to do all the networking and all the snoozing and all the extra work. Sometimes and all the things. All the things you have to do to move up the ladder because they’re already being overburdened with all these little aggressions. And it is every day still Okay, I see. Let’s let’s let’s talk about let’s talk about overcoming, okay? Overcoming these obstacles and challenges. Um, Tammy Tammy, you have Ah, kick us off the first first tip. I mean, the whole community’s been said so check out, amplify if you’re if you’re among the oppressed. Well, I guess all female. So if you are, if you are the oppressed that we’re talking about, check out, amplify amplify dot or ge is that we are amplified dot org’s okay for under represented folks. Okay. Underrepresented in any in any respect. Okay. In tech. Okay. Exactly. So strategies. Tammy Teacher. So I think I’m going back to the issue I talked about which was the mental energy of explaining yourself. Is that yes. Take the opportunity to explain you know the issues and to explain your story and to try to educate people using the venues that you have, but sometimes just say no. Just walk away and save that energy for another fight. So you don’t have to fight every battle, make it fight. It were accounts, so that’s that’s made him okay. Um go ahead apartment. Have a real simple find a mentor and be a mentor. Yeah, I hear that commonly, for women especially needing to support each other Umm, how about when you’re you’re getting started in your career, is there? Is there anything unique too? To suppose u s o Unlike Sarah, Suppose you are aware that you’re being grossly underpaid. You know who was who was underwear? Who was away? That Morris Resa unaware that you were grossly underpaid. Suppose you are aware. Uh, you go to your boss. Let’s assume that that’s Ah, guy. Worst case scenario. Uh, all the women can be difficult to eye, right? It’s not. It’s not only men, although I’m not gonna let me off the hook. But women can be difficult to women also, let’s assume, let’s assume it’s a male supervisor. You know, you’re being terribly underpaid, but you’re new in your career. Maybe you’re just a year or two out of school, and this has come become aware to you. You become aware of it. Uh, who wants to? What do you What do you think? What? You said you can stay a couple of things so that we could move on. So so once someone else’s dancer. But I would say one thing. First of all, don’t be afraid to go look at a different top if they’re not going to give you a raise at your job. You do not have to stay. If there was a lot of opportunity for smart people up and hardworking people and that is a really thing. And I feel like maybe my generation or maybe who am or maybe who I was raised always like. You have to stick with this and you have to make it work or whatever, but you actually don’t. So that’s one thing. Don’t be afraid to go somewhere else, that sort of do it all the time. Two. I really believe in accomplices and acts in accomplices, meaning like allies that could be male allies that could be other co workers. I could be your friends, but I think it is important to find people that you can trust that can help toe advocate for you. Yeah, and sometimes it’s like Tammy. Wising sometimes is not the fight pick. It’s not the battle Tau Tau battle against, but sometimes someone else can do it for you. And you could either call them in and you could establish that relationship so they could do it. Okay, help from others. Anybody else for the early first couple of years of work, uh, strategies for that For that phase of career. I am pretty far removed from that phase of my career at this point. So why would you remember? Because you were mentoring somebody who right who is in that? Well, I was underpaid when I was in that phase, and I wound up having to have other job offers in hand twice to get raises, because both times they claimed there was not any additional money, which was not true. And then when I, as Marissa said, you have to be willing to look elsewhere. One thing I would recommend not doing is don’t threaten to quit somewhere if you’re not actually really ready to leave and have another good opportunity. That’s possible because I think idle threats are probably not together, completely counterproductive. But so I did actually have other job offers in hand and got matching raises twice and then left when I felt like what I wanted to do. There was done because I was never going to stay in a place that didn’t value my worth. So as a as a you know, I was a director of technology. I managed about ten people now and I always bring people in at what I feel is a is a higher than you. No base salary, because I want people starting off on the right foot. And I want people happy with what they’re making and not feeling like they’re already behind the eight ball to start. You know, a lot of times people kind of like negotiate down with you when you’re doing your initial salary negotiations. And I just don’t believe in doing that. Tammy three of you are with Presidents Product Group, so we may as well disclosed. What? What’s the work of President’s presence? Product group? Sure. So, actually, I was with a non-profit until about six weeks ago. And you’re the only one. You have No one there. Yeah, masking the newest employee. All right, Will you still know? You still know what they do. So what do they do? S o? We build digital products, whether that’s mobile APS o our products on sales force. And specifically our team works with social impact ordered. So non-profits be corporation. Is anybody making a difference in the world building self source products for them? Because you have seen your sales force engineer Yes, you’re correct. Okay. Okay. Uh, all right. Let’s Let’s progress in our career were beyond the first two to three years. Um, for any for any phase of any phase of career. What are apart? You haven’t spoken for a while. What? What is some strategy would give us another strategy for coping overcoming these obstacles. I mean, I think I go back to what I said about being a mentor. I think having a mentor outside of your organisation, but in your industry, because I think often what we do is we tie our salary to ourselves. To our sense, our self worth. Really, this is what we are worth in the work place. This is what we should be paid and that I guess it’s fine. And without having someone to see toe like, understand the industry and understand the work that you’re doing and understand what comparison’s across the industry, I think oftentimes we’re just way are not aware. We’ve convinced ourselves like Oh, yeah, way always justified, right? I’m only fears into my career. This seems like an appropriate salary, because this is what they’ve given me. So I just I think that like building you’re what? I’ve heard someone call like your own board of advisors. We’re kind of your own council of advisers. Teo, give you advice. I think I need to work on that. But I keep keeps coming back to me as a strategy. Okay. And as you said earlier, also, when you are more senior, be willing to be a mentor, seek a mentor and be a mentor. Yeah, All right. We still have lots of time together, right? Go ahead. What else we’re doing? Well, I have something that was really hard for me. That I have learned to do is shamelessly is to toot my own horn. Publicized things on social media linked in I mean linked in this huge, you should be putting updates on lengthen. You should be putting like articles. You should be putting events. You’re going, Tio, that is actually really important. And I always thought that it was more like the work that I am doing for this company and if I am doing my job really well, but actually, publicizing that, especially in this day and age, is actually really important in whatever your networks are. So I think that is a piece of advice that applies to any stage of the A career, but particularly mid career and think it’s easy to get lost in the actual have your head down and focus on what you’re doing. But you need to talk about it and you need to get up in person and you need to write block post and nobody really has time for that. But it actually makes a huge difference. The quality, not just what you’re making or the opportunities, but actually the quality of your career experience used on DH. Your point about Lincoln well taken before that, you said tooting your own horn. Well, how do you do that? You go into your How do you do that with your with your boss with like like, Quarterly? Is that you? You, uh, do you rely on the annual or the semi annual performance review to do that? Or there are other times you’re doing it? Yes, so that proactively, that’s a fair question, I think for me personally, the closer I am with someone, the harder it is. Tio toot, my own horn, so to speak. It’s easier to do it more publicly in generically, but I think that I need to do that a lot more, and it just comes down to communication. You win a big deal. You have a great conversation with a client. You call him, you text them, you slack them. You sent him an email, whatever kind of way you mentioned it during a sales meeting, you mentioned it. Turn whatever meeting you’re having being vocal and meetings again. An area that I need to work on and sayings what’s going on. Hey, I had this great day or even I met this great connection that would be really beneficial to our company. Whatever it is, that’s positive talking about it, you know, not holding it in latto things. Nobody knows unless you say it. This is the This is the great panel. And a couple of you have already said I need to be better at this, you know? But it’s hard. It’s hard to actually take the take the steps on. And it’s you know, it’s probably exhausting, too, starting at a disadvantage, but But you’re the great panel and and you’re even saying you know, I need to be I need to be better at this for myself. But consciousnesses know that women are very self critical of themselves. Yeah, that’s true. Wasting no more time. I’m, uh Are there other subjects you’re going to cover that weren’t Maybe we’re not in your session description, which is what I got my notes from. I saw the common challenges. I know we did that personal challenges from the audiences and talk about your own and then strategies for overcoming obstacles. Is there more that you’re doing? Don’t hold back on non-profit radio listeners. Well, like we’re saying, I think we’re going to dive a little bit deeper into our story. So I think everybody here has a really interesting story of how they got to this point. Three of the four of us started off in the nonprofit sector. Part is still in the nonprofit sector. Tammy just crossed over to the dark side. Um, Tammy also comes from an environmental background. I come from a background in conservation. So Sarah’s actually the only one on this panel that came from a real computer science background. Yet we’re all in technology, so I think there’s some interesting points within that. Okay. Yeah. You want to flush some of them out there. Go ahead. Yeah. So I will say, coming from a non-profit background. And we’ve talked about this amongst ourselves again. Sort of the culture of tech. Just so you have glitter eye shadow. That’s right. Just your glasses. Where I didn’t notice it. Even though you’re sitting there like it, it’s Ah, striking. Yeah, Thank you. I just I only because I was lifting up until now. Your eyeglasses covering here? Well, they just write out the eye shadow. Yeah, you could show it off your for those who don’t have the benefit of video, they’re not going to see that. So Marissa has Yes, literally. I’ve been dreamforce twelve or thirteen times. I actually don’t know. In Dream Force is the global sales worth extravaganza, right? And so, you know, like maybe eleven, twelve years into it. You kind of have to like, you really, really have to have fun with it or else you are not happy. So I was going to just bring the glitter for the evenings out, but I figured I could just wear it anywhere. And then I just realized I could wear it to other conferences to nobody here knows me and knows whether I worked litter all the time aren’t hot. All right, So you were flushing something out? Yeah, the difference backgrounds that you bring to today. So I brought you to non-profit, Released lives or culminating this moment Don’t radio. That’s right. And so I would say that like for younger generations So it might not be applicable if you’re a millennial or if your generation z but for my generation sales lorts and exist. When I went to college, the Internet barely existed. I definitely didn’t use a window in high school. You know, a lot of this stuff is new, and so there’s this term of accidental techie that folks like to take on, but I actually think that that term should not be used right. And folks like myself that come from the non-profit backgrounds are usedto lower pays and usedto working for the mission rather than for the money. I also have this. This might applied to folks that are listening to non-profit radio like inclination that once you go into the tech space, you still have to stay at the non-profit salaries. You’re still working for a mission. And so I think that and the culture is frankly grittier. Once you get into the space and I would say it sze rougher. It’s more fast paced. It’s more masculine. And from my experience, then the non-profit fate space, which is often more feminine and so that cultural change for me was really challenging. And I think it can be for a lot of people. And I think it’s also very normal to cross over from one sector into tech because so many people are working attacked. There’s so much need for that. And there’s need for folks intact and people getting poached in to check all of the time. So there is this transitional, a thing that can happen that some of us have experience that can be fairly challenging. Yeah, and Tio Tio, I think, as someone without a tech background who’s now a tech, and this happens to some extent to everybody. But that feeling imposter syndrome can be much stronger when you don’t have a tech background and you’re surrounded by other people who you feel like, Oh my God, Everyone knows what they’re doing. I don’t know what I’m doing. I’m a fraud. I shouldn’t be here that could just make it really hard coming from a different background into the space and then being underrepresented person on top of that. So I got to imagine that in any phase of our life we imitate and sort of we look at other people where social people are social, right by nature. And so when you look up and you see that only three percent of the CEOs in the tech space or Latino you assume that you don’t belong in leadership. It’s just a natural human assumption. So there’s a very big disparity and leadership that we’re also dealing with here. OK, we’ve got about a minute or so left. Uh, Sarah, a partner. You haven’t spoken most recently. Uh, somebody want toe, give us sort of a wrap up and optimism. Uh, either one of you. I tell you what. A partner. You I let you open. I should session say, like you opened. I asked youto open. I did ask you, uh, Sarah, do you feel comfortable with Cem Porting words, Some parting words? Yeah, I think that, you know, it’s I mean, it may sound cheesy, but, you know, you should do what you are drawn to do and what makes you feel good doing it. And if that’s being in technology, whether you’re under represented or not, you know, go forth and be strong and doing it. Look to your mentors. Look to your community. Don’t be afraid. Women. A lot of times they’re really afraid to ask for help because they feel like it makes them seem weak. Do not be afraid to ask for help. You know, ask for help along the way. It’s actually it’s a really great trait to be able to do that, and I think it’s also well respected. So I would say, You know, go forth. Don’t be put off by the fact that it is more difficult. This is the great panel. We gotta leave it. There they are. Marissa Lopez, director of account management at Presence Product Group. Sarah Chico, director of technology Social Impact Presents Product group. Tommy Lau, Senior Sales Force Engineers, Social Impact Presents Product Group and Aparna Kothari, director of technology operations at Global Citizen year. Thank you very much of each of you. Thanks for telling so much. This is Tony martignetti non-profit radio coverage of the nineteen twenty nineteen non non-profit technology conference, and this is brought to you by our partners and act blue Free fund-raising Tools to help non-profits Macon Impact Thanks so much for being with us. We need to take a break. Wagner, CPS. They’ve got a free webinar It was on April sixteenth. That was a few days ago, but you watch the archive. Of course, it’s tips and tricks for your nine ninety. The best part. You’ve heard me say it. Using your nine ninety as a PR tool is a marketing promotion tool. So many people are reading it because it’s so widely available. Ubiquitous. You might say that you may as well not just satisfy the I. R. S because they don’t care what your right and how you used these sections. As long as the numbers all add up, uh, use it as a marketing tool because it’s so widely read by potential donors. Watch the archive of the Webinar Goto wagner cps dot com click seminars. I wish you could click webinars, but you can’t quick seminars. Then go to April. Now, Time for Tony. Take two. Thank you. Um, thanks. Thanks for listening. Thanks for supporting non-profit Radio however you do if you are subscribed on YouTube. Thank you very much. Twitter. Following their joining there, I’d like to say I don’t really like to turn followers some messiah. Uh, no. You’re joined me. You joined me on Twitter. Thank you for doing that. You’re an insider. You get the insider alerts. You got the access to the insider videos. Thank you for doing that. Whatever you do. Uh, what else? Facebook. Oh, yeah. Facebook were still there? A cz disenchanted as I often am with Facebook. Yes. Were there along with four billion other people. So, uh, thank you. Your your fan on Facebook. Thanks for doing that. You shared non-profit radio you shared with your colleagues to share it with your board. Thanks for doing that. Whatever you do. Thank you. Thank you for being with non-profit radio. Now let’s go to our panel for great ideas. Welcome to Tony martignetti non-profit radio coverage of nineteen. Auntie Si. You know what that is? It’s the twenty nineteen non-profit technology Conference. We’re kicking off our coverage right now. This is our first interview of many, many thirty seven to be exact on DH this interview, like all of ours. At nineteen. NTC is brought to you by our partners at Act Blue Free fund-raising Tools to help non-profits make an impact. Kicking off with me, our gods piela Jackson seated next to me. She’s CEO of Echo and Company and Marcy Ride. Marcy is founder and principal of wire media Ladies. Welcome. Thank you. Pleasure. What chorus? Eleven. And your topic is staying sharp. How to create an implement. Great ideas. Yes. Okay, uh, let’s start at the end. More. See? What? What do you feel like? Non-profits could do better around, I guess. Problem solving and idea eating. I think one thing that’s important is getting everyone involved in the whole process on DH have it not necessarily coming top down, but getting all kinds of input coming in. Okay, Stay close to you. Might remember. Stay close to me. Okay? Andi, I’m sure you know, subsumed in that is getting the right people involved. Yes. Identify who they are. Okay, uh, got piela anything. You want to kick us off? Yeah. I think when we’ve been working on projects where innovation is the core of the project, a lot of times, what we encounter is that culture is a barrier to being able to drive innovation forward. And a part of that is because non-profits in particular, have cultures where there’s scarce. Resource is, there’s not a lot of time. A lot of the staff is very overworked. And so the idea of getting together and creating space actually create and innovate is very scary. Because if you don’t get the right answer first, then you might actually exhaust all your resource is you might actually not be able to go on to the next idea. Everybody’s tired of the process And okay, so we’re gonna talk about culture now. This was originally presented at the Harvard University Digital Innovation Academy. Wass by the two of you Just bite me first. Are you okay? In the true spirit of ideas, this is a pilot. Yes, awesome. And also, in the true spirit of Tony martignetti non-profit radio, which is big non-profit ideas for the other ninety five percent. So if you want the ideas that emanated from Harvard metoo listening to non-profit radio and here’s the proof. All right, um, you, uh let’s take what you’ve got you what you want to encourage strong, strong ideas like every day. This is not just for your strategic plan or something like that. This is every day, pre idea creation. So how do we start to make this culture shift? Thinking about breakthrough ideas every single day? Yeah, yeah, I think the most important thing is that ideas don’t come from a predetermined spaces or predetermined settings. So a lot of times, what you need first in order to come up with new ideas, is a spirit of play in a spirit of spontaneity and often times when we’re in meetings, we have laptops were sitting around a table. Everybody’s in a setting where they’re afraid of being the one, not saying the right thing. And there isn’t a spirit of embracing mistakes. And it’s embracing attempts as much as you have embraced successes. But we really need to shift your setting, whether that’s being up on your feet, it’s changing. The environment is going outside, and you really need to bring in a spirit of play and equal contribution to the table in order to just even start. Okay, this all sounds sounds very good, but how do we convinced our CEO that playtime is eyes really question that playtime is appropriate for our idea. Generation? Yeah, it has to be structured and has to be intentionally set to a goal. So normally, when you’re creating this environment, what you’re trying to do is separate the creation of ideas from the refinement of ideas and picking the one that actually can go forward with limited resource is budget and people. And when you actually see ideas constrained and started inside of organizations that they haven’t done enough prep work, enough research to actually ground the session, you’re going to be having an ideation. And then you’ve also tried to create ideas and edit ideas at the same time, which ends up with too much dress. So, Marcie, I mean, when I was in college, I learned this as brainstorming right on DH the first, the first step in brainstorming was nothing was disallowed. Everything ridiculous. Wild but insane was was not labeled as such. It was written on the board. Is that is that an outdated, uh, brainstorming dead? Now, Marcie, you were just calling it a breakthrough idea generation or what? I think the idea of brainstorming in a group is may be dead and time to move past it. I know that we’ve had some success where people are are individually coming up with ideas. And then they worked together as a group to organize and come to consensus on them. And that works pretty effectively. Okay, okay, yeah, yeah. One thing, too, is a brainstorming in the method a lot of people use. It really don’t doesn’t allow people of different types of thinking and different learning styles actually contribute equally. Why’s that? Oftentimes it’s a group of people, and there are questions put out to the room. And then there’s a sort of ad hoc responses to questions. But a lot of people don’t answer well. They need to take time to reflect. They need to have structured activities, to think, to frame their thoughts and then be able to contribute it back to the group. So what end of happening is people who are really good at responding quickly, who are more extroverted and who are better at thinking out loud, dominate the setting and the people who are actually more cautious and they’re thinking and reasoned. And maybe it’s quieter. Researchers don’t have space, but often times have the best ideas, okay, and so you really have to structure your setting. So how do we do? Martin? Marcie, can you start? Give us some tips. How do we structure this to empower everyone equally? I mean, there’s there’s different ways to do it The way loud on non-profit radio when I was what I was thinking of earlier and sort of referring to earlier is something that we do with branding. Exercise is where it’s pretty simple, but everyone has time to write down their ideas on sticky notes. For example, if they’re trying to figure out, you know, how do they come to consensus on what the personality of the brand should be like? And so they have time on their own to come up with ideas in their own way, and then they and the next phase is they get together as a group, and they work together to figure out how to organize these ideas into categories and which categories are the most important and in the process of doing it, they have conversations about why they’re making those decisions, and it’s really effective in getting to consensus with the whole group that includes often like the CEOs down to the the marketing assistant. Some of the audience. Sometimes it works really well. Okay, um, stick with you, Marcy. Had you mentioned the CEO? How do we get our CEO onboard with this is culture change. What would you say? Way? Tell listeners to say what one of my favorite sort of go twos is. There’s a psychologist called me. Holly Chick sent me. I and don’t ask me to spell it, but he way, having asked you to say it a second time, he came up with the concept that’s called Flow. And it’s the idea of being so fully engaged in something that time passes freely. You don’t notice the passage of time on DH, you do it very. You do your activity very well because you’re completely engaged in in the moment on DH. Then there’s information. There’s data somewhere that shows that you could be more effective. When you’re in a state of float, you get more done. You do better work. All right. What if our CEO says sounds very metaphysical, but how are we going? Toe You wanted me to give you want You want me to get our team into a flow. What do I need to do? What we need to do? Well, I think that’s what God Cielo was recovering Teo earlier about having a structured format that gets them there, and that puts them in the moment. Okay, if you can also drive if you can drive that conversation towards operational efficiencies. So what actually happens when you make this culture shift is teams are happier. They feel more productive. They’ve created space to come up with better ideas. They also embed research into the process that we didn’t really talk about. How you prime yourself for the session before you start. But the idea is to go out to your audience, understand the mission, understand the people you’re serving, actually get input from them so staff can be representative representatives of the end constituent in the room. What actually happens is staff tends to get way more re engaged in the purpose of the organization and the mission, and, uh, and then they start putting in more qualitative hours during the workday. So it’s not showing up in just doing the usual work, which is very important. It’s creating space to do work better and being really connected to how you actually scale the mission a little bit more and you can actually map it. Tio outcomes that looked like revenue looks like costs. It looks like decreased costs and recruiting staff and keeping staff. It looks like decreasing the amount of time that is spent to get better ideas. And then it’s actually having a spirit of trying a lot of things. Picking the best ones, replicating them, maturing them and turning them into programs so the organization itself can grow in a non haphazard way can grow very intentionally around the efforts. All right, I got to take a break. Tell us the passive revenue stream. You want fifty percent of the fee. When cos you refer process their credit and debit card transactions with Tell us and all that fifty percent of those tiny fees it adds up. That’s the long tail of passive revenue. You don’t work for it. That’s passive. Get passive right passivity. The passivity of the revenue. The Explainer video is that Tony dahna slash Tony Tell us, watch it, then have the company’s watch it, then make your ask. Would they switch to tell us and then tell us we’LL we’LL work with them, right? You go to Tony dahna slash Tony Tell us now Back to Gutsy Ella Jackson and Marcy Ry Way. If we’ve made the case on DH, we’ve we’ve had our first. This’s not just like a single session. It doesn’t sound like you know, you said some people function very well in one hour setting. They think rapidly, and other people need Teo. Be more considerate. So we’re talking about something that’s not just a one, a one off ideation session, and then we moved to the next step or something. You know, we start going down. It’s a longer term. Yeah, Usually the cycle is a research and prepare. Then idee eight. Then concept test concepts figure out which ones are the best. Replicate those and then a couple times, and then the ones that prove themselves than mature them and continuously start that cycle over again. That can be a sprint in a matter of two weeks. Or it could be a longer term programme in a matter of months or a year just depends on the complexity of the problem that you’re trying to solve. Okay, and then eventually the goal is that this becomes very natural. And so that that then you are doing this in every day, decision making. But it’s happening obviously more, more rapidly. We can spend two weeks on every decision. Yeah, and then the other thing that is very beneficial for a leader is a part of the process. Is teaching staff to learn how to pitch their best ideas to leadership in a way that leadership can then go pitch that to board members and thunders and things like that. And so you actually want at the end of it, you want to go knothole process so you can prove your pilot. You can pitch it to the executives, they could go pitch it to the board, and it’s founded in research. So when the board is arguing about the marriage of that or questioning the merits of that, they’re arguing with numbers and evidence and not with people and ideas. So you do want to push out of the ideas phase into evidence, but the process allows you to do that better. Okay? What brought you to this work? Initially? A good question. It only took me twenty twelve minutes e-giving dancing question out. I’LL try harder next time. It’s marrieds are getting So I started in journalism when newspapers were falling apart. Somebody said, Who wants to learn? HTML and I did, and I ended up in technology. But I ended up in technology doing big Web strategy for organizations that had thousands of people, lots of micro sites. They kind of had homegrown technologies. Everybody had their own budget. All of the technologies were decentralized, and people were had an appetite to consolidate all of that. And I started in organizations trying to do it from a Strat from a consulting perspective. And it didn’t work because you have so much change embedded in the process that if you don’t do the work to get people excited about process and excited about the ideas, they’re not going to be able to understand or commit to the amount of change that you’re asking them to go through. And so I just got really excited in that I studied design thinking, which, uh, it’s a It’s a way of solving unknown problems, using a lot of co design with people who are going to be the end beneficiaries of the solution and it’s actually built on improv. So the the for the, um, the art form of improv has a central concept. And yes, and exactly why do I have done in problem taking improv classes? And I use it in my stand up comedy? Yes. And you surrender or fishes? Yeah. Alright. And so it was just and I’m involved. I’m on the board of Washington Improv Theater in D. C. I’m very close to that work. And I could mind at UCB Upright Citizens. Yeah, And in these working Alan Alda actually created a organization. I think it’s called the Center for Compassionate Communication. We goes into mostly scientific organizations, teaches them improv and completely sort of read, helps them re imagine the way they communicate with each other and the way they communicate externally. Kruckel mostly. What drew you to this work? What drew me to it? Yeah, it’s kind of the opposite track. I guess I started working more with smaller organizations that had few numbers of people that needed to do a lot with a little on DH. So it was starting to think about how can we get there pretty quickly and then, you know, my background is more designed, technology oriented. So I kayman things from that perspective and started seeing that some. You know, some of the problems pretzel is talking about where change management issues on the on their staffing side and how their processes were creating problems for the project we were doing. And that got me interested in trying to fix it. Yeah. Okay. And so you apply this for your clients? A wider media, Okay? No, the ones that are willing, the ones that are willing. Okay. Okay, um see, choosing implement. So let’s talk about choice now choosing, choosing the options that we’re goingto way. Just choose one. First of all, we’re really choosing one of the many or we’re choosing half a dozen. How do you know who knows best this? I mean, that’s where I think pitching, pitching it is important and making a case for who is going to serve, what the outcome is going to be and why the commitment of resource is worth the eyes worth the investment. And so I can I think it just depends on the problem you’re solving and whether or not you want to try different things in different context to be able to compare them. There’s a lot of different types of research that you can do in our field. We kind of break it down before the first one is explorations. If you’re just trying to explore a concept, you do kind of many things that you, Khun, see how people would solve problems in their own world in their own words. And then the second one is, once you’re kind of headed in a direction, you do assessment testing, and that’s kind of figure out. You come up with a concept, and how close did you get it actually solving things the way that they that someone might want it to be solved, and then it just gets more formal from there. Once you have a finished design, you test that once it’s live and in production, you test that. So it really depends when you’re in this exploration phase. You wantto do the right amount of exploration to hit the appropriate audiences. We always do and use their definition first. It’s like there’s no point in doing anything unless we design for the people who are going to be using it, and that could be fifty different types of audience groups that could be too. And so that kind of dictates the how much work you do in that, um, who can give me Marcie, Can you give me some examples of problems that were that you’ve seen your client’s solve using this method? What types of decisions are we talking about? Well, I mentioned earlier, like coming up with branding characteristics for a new brand or something. Another one might be So something we’re working on now actually is women organization has lots of different kinds of information that they want to share with the world. And they want to put that on a website or some kind of application. How do you structure that? So that the people that need that information can quickly and easily find what they need, you know, and you couldn’t think of a million different ways to organize data or content like that. But doing the right kinds of testing at the right time really helps you with the audience focus, right? Really helps you make sure that you know the person who needs the particular piece of information gets it quickly and easily. Yeah. Um, you said in your session description that the best ideas are often undiscovered. Why why is that? Is that because, Well, you explain me. What? Why why do you say that? Um, well, we see it in different ways in different organizations. But my my general sends is that the people who carry some of the best ideas because they were the closest to the people that are being served aren’t in the room. When ideas are being created on and you don’t you don’t necessarily know by instinct. Who in your organization has the best ideas? I think the best thing you can do is an executive is go ask around for who kind of is the most pioneering who’s willing to drive things forward, who’s really good at people and marshaling resources towards a common end who’s really good at just guarding that. The innovation aligns to the mission. You have to have all the four types of those people to be able to get to a good idea, and oftentimes you’re just leaning on leaders to come up with a Biggins up inspiring idea or your leading on on leaning on staff or overworked a busy and they don’t have time. We use a formula where we kind of look at the amount of time that staff members are spending on different types of ideas. There’s bread and butter ideas that’s like your daily to do list. I always say that that’s like a goldfish. It’Ll grow to the size of the pond, so if you have a million hours, your to do list will grow to a million hours. The second type is building boost ideas, and so it’s creating a little bit of space to do something that requires a little more coordination, a little more effort. And from that, you often times can get what the third category is, which is breakthrough ideas. And that’s like big ideas. You spend a lot of time developing and nurturing, and most organizations are just stuck in bread and butter. And so there’s not enough intentional time carved out for the other two types. Time for our last break text to give Diversify your revenue by adding mobile giving. It’s not on ly for disasters. It’s not only for small dollar. Donations is not only through the phone company lots of misconceptions. You can allay those you can. That’s the Lei is more for fears. You can slay those misconceptions you can. Ah, eliminate. Seems kind of easy, but you can’t eliminate the misconceptions. You do that by texting NPR November Papa Romeo to four, four, four, nine, nine, nine Just do it and the misconceptions will die. We’ve got several more minutes for great ideas with Nazi Ella Jackson and Marcie Ross marchenese doing doing a lot of nada. Anything you want to add. What? I mean she’s right. Yeah, yeah, yeah. Okay, Information. Affirmation is a part of the process where it fits in rewarding people for being courageous and putting an idea out there that they’re hesitant about because the bad ones are as good as the good ones. The bad ones prime you for a better one. So it’s funny. I spoke on a panel two high school girls in stem on Monday before I came here, and they asked us a question. What will we go back and tell ourselves in high school? And mine was Don’t measure your don’t measure yourself to the success. Measure yourself to the attempts because we’re hardwired to learn from mistakes and failure, and sometimes we just get obsessed with what success looks like. But it’s better for us to try a lot of things and write things. And eventually we’LL we’LL hit a couple that are really good. I should have asked you, Is there a client story or two you want to share? Yeah, I’LL try to share one short red quickly So way work with organization in Washington, D. C. Called the Newseum. They’re pretty well know. Yeah, so they focus on their mission is to advance media literacy and education about our First Amendment freedoms. And years ago in twenty fifteen, they indigenous to just kind of redesign. A very simple website had about ten lesson plans and some PDS and some videos and way got in there with them. We did some ideas, ideas, princessa sessions, and we asked them why what teachers were looking for. And teachers were really preoccupied with not being able to teach current events in the classroom with curriculum that helped him deal with sensitive subjects and then with the materials to help them teach it. And so we started doing a ton of exploration, and we realize that the museum was sitting on this goldmine of thousands of artifacts that had to do with historical references to politics and media and also contemporary references. And when we went to talk to teachers, we realized that we needed to not redesign the thing that we were hired to redesign. We needed to create a completely new platform that was one hundred percent dedicated. Teo serving media literacy curriculum teachers in the classroom. So they making all these resources available to them for free indexing. Okay, Yeah. Driving. Yeah. So we pause that project way. We created a platform and a brand. So before they were just a department and then they were the Newseum. Ed, Uh, they ended up getting a major funder commitment for five years to be able to build this platform that’s still growing. And they went from eight hundred users to one hundred thousand users in about three years. How did the breakthrough process contribute to that exponential growth in usually So there was like a very cinematic moment where I walked down a hallway with something on a sticky note. It was like we need to do this, and honestly, they have. They had a vice president of education, and I think she was a director at the time. She is exceptional at pitching ideas and leading her team. And she took that idea on the sticky note. I think, to the CEO of the Newseum and said, We need to do this This is central to our mission. If we don’t do this, somebody else will do it. We’re going to miss the opportunity. I will lead it protects her effort into it. I will find my own funding for it. I just need your support. I need to be at the executive table to have conversations about this. I need to be ableto talk to the board and understand their support in this. And they did. That kind of shifted the department. She ended up sitting thie executive on the executive team and she really did. She was a visionary and she drove it forward, including this decision making process. Yeah, including this decision making process. So we launched a like what we kind of call the beta of that platform and twenty fifteen didn’t have enough resource is and we knew that we were to achieve what we needed to We needed a road map. We wrote that so she could go get funding. And then we actually relaunched it this year, a major version release again with a lot more committed funding. And so it’s it’s growing from there. I hope it around for a very long time. Um, Marcy, how can we be sure that the idea that is going to be implemented remains intact through this through this? I don’t wanna call a tortuous process, but through this through this process, like, how do you ensure that you stay true to the idea that with the solution that was chosen through implementation, I think that comes down, Teo, the idea of having a structure and a specific process that you go through and you stick to it and you don’t let you know random outside ideas come in and derail that you stick to the formula that you’ve decided to use from the start. Um, we still have another, like, two minutes or so together. What, uh, what more can you say about you? Have a ninety minute. How long of the sessions on our or ninety minutes? Fifteen. Okay. Somewhere in the middle. So you got You got seventy five minutes on this topic. What? What can we say for another couple minutes? Yes. Oh, I am going to be fun. Yeah, so? So majority of the session is going to be a game, and I feel like that’s really important because you have to be able to bring a spirit of play and fun into it. Okay? And it’s going to be a man activity that helps you figure out you have a listener’s listeners can’t be on the game. Okay, so what else can we talk about this topic that listeners can benefit from? So it’s based on a model where there are four types of ideas and you can think of it as a ladder and you have to run your idea of the ladder. And the first question is, Is it useful? Is your idea useful is something that you can move forward If it if it’s yes, then you go to the second question. And that is, uh, is it rare? Is it valuable or is it rare? And then, if you get it, if it’s no, you’re you’re filtering out your ideas. If you get a yes on the next is is it difficult or costly to replicate? Can you only do it because there’s something about you and your resource is where you can achieve it. And if you get yes, you go to the last one. Which is is it designed for lasting value? And those air Four questions you can ask about every single idea. And what you’re trying to do is weed out the ones that don’t hit all four questions. Yeah, would you say Yeah. Yeah. And then the ideas, Teo, the idea is to present your idea to Piers or to other people involved and get their input on whether or not you’re asking them those questions. You’re not asking it of yourself. You’re asking the other people you’re working with. You’re asking this team right in each of these four questions. Okay? Yeah. And then what? Do you have a minute or so That what happens if multiple ideas? Well, then do. Then you start to co implement, right? Yeah. Move them all through the process. Yeah. Here, you pick one that seems to have the most merit. You’re going forward with that one? Yeah. It is kind of like the U size, the decision to the organization, But I think just going through that exercise will get you either a stack of all those really lasting value ideas or not. Okay, well, don’t leave it there. Thank you very much for naming my pleasure. They are gods piela Jackson, CEO of echoing company on Marcy RAI, founder and principal of Wire Media. You’re listening to Tony martignetti non-profit radio coverage of nineteen ninety seethe uh twenty nineteen non-profit Technology conference in Portland, Oregon, on this interview Like all our nineteen ninety seon reviews brought to you by our partners at Act Blue Free fund-raising tools to help non-profits make an impact. Thanks so much for being with us next week. Maria Semple returns. If you missed any part of today’s show, I beseech you find it on tony. Martignetti dot com were sponsored by pursuing online tools for small and midsize non-profits, Data driven and technology enabled Tony dahna slash pursuant capital P by Wagner’s Deepa is guiding you beyond the numbers. Gregor cps dot com by tell us credit card in payment processing your passive revenue stream tourney dahna slash tony tell us and by text to give mobile donations made easy text NPR to four four four nine nine nine our creative producers. Claire Meyerhoff. Sam Liebowitz is the line producer. Shows Social Media is by Susan Chavez. Mark Silverman is our Web guy, and this music is by Scots. Dine with me next week for non-profit radio. Big non-profit Ideas for the other ninety five percent Go out and be great lorts You’re listening to the Talking Alternate network e-giving Wait, you’re listening to the Talking Alternative Network? Are you stuck in a rut? Negative thoughts, feelings and conversations got you down. Hi, I’m nor in Sumpter potentially ater. Tune in every Tuesday at nine to ten p. M. Eastern time and listen for new ideas on my show yawned potential Live life your way on talk radio dot N Y c Hey, all you crazy listeners looking to boost your business. 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