Edgar Villanueva’s book, “Decolonizing Wealth,” takes an innovative look at the purpose of wealth. His thesis is that the solutions to the damage and trauma caused by American capitalism, including philanthropy—can be gleaned from the values and wisdom of our nation’s original people. He’s a Native American working in philanthropy. (Originally aired 11/30/18)
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And 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 be forced to endure the pain of hyper garsia if you tickled me with the idea that you missed this week’s show. Here’s our associate producer, Kate with what’s coming? Hey, Tony, this week it’s decolonizing wealth. Edgar Villanueva’s book, Decolonizing Wealth takes an innovative look at the purpose of wealth. His thesis is that the solutions to the damage and trauma caused by American capitalism including philanthropy can be gleaned from the values and wisdom of our nation’s original people. He’s a native American working in philanthropy. This originally aired November 30th 2018. On Tony’s take two, Tony tells a joke were sponsored by donor box, outdated donation forms blocking your supporters, generosity, donor box fast, flexible and friendly fundraising forms for your nonprofit donor.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 decolonizing wealth. It’s my great pleasure to welcome to the studio, Edgar Villanueva. He’s a nationally recognized expert on social justice philanthropy. He chairs the board of Native Americans in Philanthropy and is a board member of the Andris Family Fund, working to improve outcomes for vulnerable youth. He’s an instructor with the grant making school at Grand Valley State University and serves as vice president of programs and advocacy at the Shot Foundation for Public Education. He’s held leadership roles at Kate B, Reynolds Charitable Trust in North Carolina and Marguerite Casey Foundation in Seattle. Edgar is an enrolled member of the Lumby tribe of North Carolina. You’ll find him at Decolonizing wealth.com and at Villanueva Edgar Edgar. Welcome to the studio. Thank you, Tony. Pleasure to be here. Congratulations on the book. Thank you, which just came out uh Last month, it was October October 16th. Yes. All right. And uh you just had a very nice interview with the New York Times. Congratulations on that. They, that prep the preps, preps you for nonprofit radio. Right. Right. I’m ready. All your, all your media appearances to date have brought you to this moment. So the, the it’s all culminated here. Um and I promised listeners uh footnote one, footnote one to hyper gargle ashes. Uh Of course, anybody who listens to the show knows that uh I open with uh something funny like that. A disease. Every single show. Uh But in Edgar’s book, he uh mentions hyper gargle aesthesia. So this is the first time over 400 shows that the uh that the guest unknowingly has uh provided the opening disease state. So, thank you very much you didn’t know what we do that, every single show, um, that you didn’t know that you’re not listening to nonprofit radio. It’s, it’s your life all right. Um, ok. Decolonizing wealth. Uh, you’re, you’re, you’re, you’re a bit of a troublemaker a little bit. Yeah, you’re raising some eyebrows. Someone told me yesterday that I was the Colin Kaepernick of, uh, philanthropy. Which, um, I was like, I haven’t thought about it that way but that’s not all bad. Get a little closer to the mic so people can hear you. Yeah, just not almost intimate with it almost. Um I used to call myself the Charlie Rose of charities until he blew that gig for me. You know, he, he ruined that. Uh It, it’s, I can’t use that any longer. Um Could you talk about uh colonizer virus and exploitation and division? Um uh like, these are bad things? Yes, they are bad things. What uh what is the, what, what, what’s the colonizer virus? Why do we need to decolonize so many of us who uh work in philanthropy or even the nonprofit sector? Um you know, um have this firewall that we are completely disconnected from um Wall Street or from capitalism or, or some of those uh processes and systems in our country that um may have a negative connotation for the, the good doers. Um But in philanthropy, we are not very far uh uh you know, disconnected from uh corporate America. Most of this wealth was made by corporations and businesses. Um sometimes uh not in the best ways, not in the back of a lot of indigenous and uh colored people. Yeah, when you look at the history of the accumulation of wealth in this country, it’s steeped in trauma, right? And so uh legacy wealth that has been inherited for generations. Now, folks may not even know the origin of their family’s wealth. Uh but, you know, uh when we look back and we see in general how wealth was accumulated, um you know, especially I’m from the South North Carolina, we’ll talk about that. Um There absolutely was a legacy of slavery and stolen lands that, that help uh contribute to the mass of wealth. And you feel there are a lot of lessons we can learn from the values of uh Native Americans. Yeah. So, you know, we uh as a people talk about healing a lot, we have a lot of trauma that exists in our, our communities. Um You know, because colonization as we often think about it as something that happened five years ago in North Carolina and especially where I’m from, we were the first point of contact, but uh colon and the uh the acts of separation and exploitation are still continuing present day. And so in my community, uh native communities across the country, even as recent as uh my grandparents’ generation, kids were forcibly removed from their homes and put into boarding schools. And so we’re still, we’re experiencing a lot of uh trauma as a result of these practices. Um But we are, are, we are resilient people and um those who are closest to a lot of the problems that we are trying to solve today. Um As a society have um a lot of answers and wisdom that we can bring to the table. You say that the natives are the original philanthropists. Um Now you’re a member of the Lumby tribe of North Carolina. Uh Robinson County, North Carolina, which, which is not too far from where I own. I own a home in Pinehurst, which is a little north and west I think of, of Robison County. Lumb. So the Lumby tribe, I assume the lumber River is named for the Lumby and Lumberton, the town name for Lumby, right? So Lumby were actually named after the, the lumber River. Um After the first, yeah, the river came first and so the river came first. The name of the river came from. The river’s been there much longer than the one. Yeah. So we are um you know, a hodgepodge of historical tribes that were in coastal North Carolina um that came together to form the Lumby tribe and named ourselves after that river. Um And we’re gonna come back to uh Native Americans as the, as the original philanthropists. But uh I I that, that struck me a lot. I think you, you, you say you say that at the end of the, at the end of the book is where I, where I caught it. Um uh We just have like a minute and a half or so before a break. So just, you know, we’re introducing this, uh We got plenty of time together. Uh Wealth. Uh You say um divides us, controls us, exploits us. What’s that about? So the accumulation of wealth. So I money in itself is neutral, wealth in itself. Iii I say is, is neutral, but it’s the way that wealth has been accumulated in this country that has caused harm when we value um when we, you know, fear and we’re motivated by greed. Um The acts that can result as a, as a result of that to exploit the land and to people are or what that’s what has caused the harm in itself. So um the case that I’m gonna make in this book that I’m making in this book is that wealth and money can actually be used for the good. If it historically has been used as a negative thing that has caused trauma, we can flip that to use it for something that can actually help repair the harm that has been done. You’ve got uh seven succinct steps to that. Uh the second half of your book, it’s time for a break. Open up new cashless in person donation opportunities with donor box live kiosk. The smart way to accept cashless donations anywhere, anytime picture this a cash free on site giving solution that effortlessly collects donations from credit cards, debit cards and digital wallets. No team member required. Plus your donation data is automatically synced with your donor box account. No manual data entry or errors, make giving a breeze and focus on what matters your cause. Try donor box live kiosk and revolutionize the way you collect donations in 2024. Visit Donor box.org to learn more. Now, back to decolonizing wealth, Ngani Behi. Uh That is your Indian name. Did I by any chance say that correctly? I, I think that’s correct. Um I’m, I’m a little shabbu with my ojibwe these days. You don’t know your ojibwe, but that is your Indian name. Uh uh leading bird, tell the story of how you got that name. We, we’ll come back to, don’t, we’ll come back to the exploitation and control, don’t we? That this is a good story. How you got that name? So um my tribe and the Lumby tribe in North Carolina doesn’t have a tradition of naming um you are whatever your mom calls you, that’s your name. Right. Right. So, um but uh when I, when I was working in North Carolina in native communities, I went to a conference where there was a medicine man and someone uh the medicine man was meeting with folks who wanted time with, with him to, to talk or have a session and growing up in North Carolina. My identity as a native has always been quite complicated. Uh We didn’t have these types of practices in my home in Raleigh, North Carolina. And so, but I was very curious to meet with this medicine man and to um see what could happen from that encounter. And someone told me if you’re, if you’re really lucky when you meet with a medicine man, they might give you a spiritual name or a native name. Um And so I met with this guy in, in the Marriott Hotel in Denver, Colorado where this, this native health conference. So it was all uh I tell the story in the book is quite um um hilarious in, in many ways. But at the, at the end of our session where I was feeling um excited about, you know, the conversation we had, but also a little confused and skeptical in some ways because I’ve, you know, had such a colonized ways of thinking. Um He did offer me a native name, Ngani Beche, which means leading bird. Um So I was very honored and my first thought was, what kind of bird? Right? Am I a little tweety bird or am I a mighty eagle? Pelican birds are best? So, um he explained to me that I was the type of bird that flies in a v formation. Um And uh as I, when I left, I, I studied uh these birds and, and they’re the leading I’m the leading bird. I’m the bird that flies in the front of the V formation, which is the kind of leader that is often visible, but really understands its uh coded dependence and interdependence on the other birds. And so if you watch birds flying in a V formation, it’s really like a, an amazing natural, natural phenomenon. Uh how uh how they, they, they communicate and fly together. Uh The other thing that’s remarkable about the leading birds type of leadership is that it often will fly to the back of the pack and push another bird forward. So it’s not always the one that’s out front. And, um, when I, when I learned these characteristics, um I, I just felt really, um uh I was really, really happy and content about this name because I do see that’s the type of leadership that I model in my everyday life. And I think it’s the type of leadership that’s really important for the nonprofit sector. You explain how the birds communicate, which I’ve always wondered, um, they’re, they’re just close enough that they can feel like vibrations off each other and, or a micro movements, I think you say off each other, but they’re not so close that they’re gonna bump into each other and, and, you know, be injured, but that’s how they, and they, I guess they’re feeling the breeze off each other and sensing these micro movements of each other. So they’re that close. But not so close that they’re gonna be injured. Yeah, it’s very, it’s very fascinating. It’s like a scientific, uh, you know, a GPS built into their bodies. And the other thing I recently heard about these birds, um, is that, uh, you don’t ever find one that, uh, dies alone. And so, you know, I, I wanna learn and research that a little bit more but I think when they’re, when someone is down or, you know, um there’s an injury or whatever may happen. Uh They, there’s, there’s a certain way that they take care of each other. And so, um you know, it just kind of speaks to our common humanity and our inter related, you know, being interrelated exactly our interdependence. Now, this is a, this is uh an indigenous uh belief that we are all related and that’s what it makes me think of the birds also working so closely together that they feel micro movements. But how, how explain this, this belief that we are each of one of us related to the, to all the other. Yeah. So there, there is a, a native belief, um all my relations that means um you, all of our suffering is mutual, all of our thriving is mutual. And uh you know, we are um we are interdependent and so it’s a very different mindset or worldview um from sort of the um American individualistic type of uh of mindset. Um We also have connected to that viewpoint is, um, this idea of seven generations. So not only are we all related, you know, in this room right now and that we’re relatives, um, and we are related to the land and to the animals around us, but all of the things, all of the decisions and, um, that we are making today are gonna impact future generations. So there’s an idea that I am someone’s ancestor. And so what a responsibility to move through the world in a way that is thinking that far forward about our um our young people. And so these are concepts that um were taught to me by my family. But I also uh in recent years, this book gave me the opportunity to revisit and spend time with indigenous elders to remember these teachings and that and to think about um how to apply them in my work and you encourage us to each that, that each one of us takes responsibility for, as you said, we, we’re thriving and suffering together. Um What I’m referring to is the, each of us takes responsibility for the colonizer virus, say, say more about that. Yeah. So, you know, I think we all responsible, we’re, we’re all responsible because we’re all affected. Um I think some folks um when we, when you know, when we learn about colonization in schools is something that seems pretty normal, right? We um we think of colonization and the colonizers as heroes. It’s like the natural path of progress, the way it’s learned, right? We have holidays, you know, for, for Christopher Columbus, for example. And so, uh but the realities are that colonization um was something that was terrible that resulted in uh genocide and all types of exploitation. And uh that type of history that we have in this country is something that we um as, as the people have not come to terms with. We actually, we don’t tell the truth, we don’t face the truth. And so I think we’re still dealing with the consequences. Um And so the dynamics of colonization which are uh to divide, to control, to exploit, to separate those dynamics. Um You know, II, I refer to them as uh the colonizing virus because they, they are still in our bodies as, as a nation, they show up in our policies, our systems reflect the colonizer virus and in our institutions in the nonprofit sector and especially in philanthropy where we are um sitting on uh lots of money, privilege and power uh the least naturally to your point about us, them organizations. So, you know, I think the philanthropy uh for example, can perpetuate um you know, the dynamics of colonization because when you look at um uh where this, where this money came from and how we as a sector don’t face the realities of that truth. Uh When you look at um ask the question of why this money was held back from public coffers um that, you know, had it gone into the tax system, it would be supporting the safety net in vulnerable communities. Um And when you look at who gets to allocate, manage and spend it, you see a very um white dominant kind of mindset happening because, um for example, if we get into the numbers just a little bit, um foundations sit on $800 billion of assets. That’s a lot of money that has been uh you know, sheltered from taxation, that’s money that would have gone into public education, uh health care, elder care, um things that we need for the infrastructure of our communities. Um But that money has been put there with little to no accountability. Um Private foundations are only required by the IRS to uh uh pay out 5% of their assets. And so then, you know, you’re looking at just a small percentage of, of money that was intended to be for the public good. Only a small percentage is actually leaving the doors being invested in communities. Let’s assume it’s, it. Uh I know there are a lot of uh foundations that use that 5% minimum as their maximum. So that’s so 5% of that would be $40 billion. Uh So the counter is, but there’s $40 billion coming each year could be more, but let’s take the minimum just to be conservative. And, you know, we’re trying to preserve this uh this foundation capital for perpetuity. So if, you know, if we, if we spent in the next two years, the 800 billion, then we wouldn’t have anything left for future, just future years and other generations, we’re trying to, you know, we, we wanna be around for in perpetuity. Uh The foundations would say. Right. Right. And, you know, I think, I think there is a case to be made for saving some funds for a rainy day in the future. Uh But the, the truth is that 5% when Congress had acted that 5% rule, um it actually began at 6%. I, I believe in 1974 and then in 1976 was lower to 5%. The reason that Congress had to actually put this legislation forward is because foundations were not paying out any money. And so when you think about the intent of foundations, are they being started to actually benefit the public? Are, are wealthy, the wealthy 1% or whoever corporations starting these foundations just for the, the sake of having a tax break. And so that, that uh IRS minimum payout of 5% that rule was put in place to force um foundations to actually begin making grants. And so, you know, so it is sort of uh the other thing to explore if you are with a 95% that is not leaving the doors. Um if the intention is really to do good in community. We have to look at how that 95% is then being invested to generate more money for future grant making. And the truth there is that the majority of those funds are tied up in harmful and extracted, extractive indus industries um that are counterintuitive to the mission of foundations. You make the point often uh that often, right, those investments are in uh are in industries that are hurting the very populations that the foundation is explicitly trying to help through its, through its mission. And, and in fact, funding um the um there was something else that I was going to ask about the uh the way the money is. Um All right. Well, we’ll come back to it if I think of it. Um There’s, there’s a lot that organizations can gain by hiring people of color, indigenous people. What, uh and, and very few uh you’re, you’re a rare exception um working in, in found doing foundation work. Uh What, what’s the, what make explicit th those uh those advantages? Sure. So, um you’re right. I’m absolutely um an exception. I think when I started in philanthropy, I was one of 10 native Americans that I could find. We kind of found each other. And what year was that? Uh this was in 2005 and we are now, uh there’s about 25 of us now. Um The last time I counted. Um So, yeah, there’s, there’s, you know, an an amazing opportunity for foundations. And I think more and more foundations are understanding, to bring uh folks in uh to, to foundations that have lived experience and not only foundations but, but nonprofits, the NGO S doing the ground work, the foundations are the funders. Uh and, and of course, some foundations are now actually doing their own ground work. We’re seeing that emerging but, but for the nonprofits doing the day to day work as well uh represent the communities that you’re absolutely, it kind of makes sense, right? And uh you know, it’s funny because some foundations actually require that of nonprofits. They ask about the diversity of their staff and their board, but they themselves have no type of uh you know, values around diversity of their staff. But you’re, you know, the, the point is that uh for sure that any nonprofit or foundation to, to have folks uh that, that work there who have authentic accountability to community and understand and have been impacted by the issues that you’re trying to solve is gonna bring an awareness and um you know, about the problem in, in a different way, it’s gonna create some proximity that I think is gonna just inform strategies that, that make sense. And I can’t tell you the number of times I’ve been in uh strategic planning processes and board meetings where decisions were being made. And uh I always carry my mother, my family with me, you know, and spirit into the room and uh I hear these decisions or these conversations and I’m thinking like, oh my God, like, you know, this, you know, this, this would not in any way help my mother or my family that’s still living in poverty. Decision makers are disconnected. There’s such a disconnect. And uh I, I thought of what I was gonna ask you about or just comment on the, the foundation wise. We do see some foundation saying that they’re gonna spend down their assets. Uh I, I wouldn’t say it’s uh needle moving but you do hear that from time to time that there’s a foundation that’s committed now to spending it. It’s, it’s assets down, you know. Um Was Paul Allen, was it uh now the not Paul Allen? Uh the Microsoft uh I think the Microsoft founder, co founder who recently died. I think his foundation was Paul Allen. OK. OK. Um I was thinking of Steve Allen the com the old comic. OK. That’s why I thought, no, it wasn’t him but it was Paul Allen. I think his foundation is one but there are some, so we do hear some glimmers. Uh But you say in the book a few times uh people we need to move the needle. Yeah, I think, I mean, I think deciding to spin down is uh is a very progressive way of thinking about it. There’s so much need now um if we actually release the funds or even if you don’t want to spin down, you can make a decision to pay out more. Um There, there’s a lot of amazing work happening. Um Right now that is so under resource that if we could um support and get behind investing money in these various movements and these uh in, in communities of color, which are so um marginalized by philanthropy, you know, uh uh the 5% that is being invested, only 7 to 8% of those dollars are being invested in communities of color. That would make a big difference. And so I think, um you know, I think it’s a conversation that the boards of foundations should think about what is the value of, you know, why, why do we want to stay in perpetuity? Like what is, is that about a family legacy? Is that really about making a difference in the world? Um Because in some ways, it feels uh I can see that as being a very selfish type of uh you know, uh uh way of thinking uh if this was CNN uh right now, I would, I would play a video of you but I don’t, I don’t have that. Uh But in your, in your times, uh we have to work on that at Talking Alternative. We need, we need video capture and screens and everything uh in your video in, in your interview with uh David Bornstein New York Times, uh you said by not investing more in communities of color philanthropy, venture capital, impact investing in finance are missing out on rich opportunities to learn about solutions. Yeah. You know, I think that I think of, you know, people of color indigenous folks as being the Canaries in the coal mine sometimes when, when uh policies fail or systems fail, um we hurt the hardest and uh but there’s just something so magical about and, and sense of pride that I have about my community because we are so resilient, like, regardless of um you know, um all of the trauma, the colonization, the um you know, genocide, stolen land, we still remain intact as a people. Um And so there’s, there’s gotta be something magical about that resilience that I would, if I weren’t native, I would be interested to know like, what when you think about sustainability, you know, we have a corner on sustainability. Um Indigenous peoples around the world are on the front lines of saving this planet on, you know, um you know, really fighting for environmental protections. Um There, there’s so much wisdom and, you know, often when foundations roll out new theories of change or changes RC strategies or there’s a new model or theory, theory of change that comes up. And I’m like, wow, we’ve been doing that in our communities for years. If someone would have asked us, you know, maybe we would, we can get there faster. Is there still a lumby community in Robeson Robinson County. Yes, there are, there are about 60,000 enrolled members in the Lumby tribe. The bulk of our community is, uh, still in Robinson County now, I have a North Carolina driver’s license. Will that, will that get me in? Can I be in? You know, we, we’re very inclusive. We, uh, we, we will take, we’ll adopt you as an honorary brother, but, uh, you have to have a little bit more documentation to, to get officially enrolled. It’s a stretch for an Italian American with just a North Carolina license plate and, uh, and driver’s license. All right. Um, you, uh, you talk about, um, you know, I guess, I mean, we’re, we’re, we’re skirting around these things to make it explicit that the, the power imbalance, you know, that um minorities are seeking it and uh mostly middle aged white guys are, are doling it out. Uh, you know, piece meal. Um, the, the, the, the imbalance, you know, the, the, the grant, even the, even the word, you know, the, the granting. Uh, it’s like some, uh, I don’t know, it’s like some Holy order has, uh, has bestowed upon you something that’s, uh a gift when, uh, your, your belief is that, uh, and your thesis in the book is that it’s, it’s, it’s a, it’s a right, equally held by all. Yeah. You know, I think power and money, a lot of, a lot of this does come down to power and ownership. Um We are talking in the nonprofit sec sector right now, a lot about equity, right? And um equity is very different from uh diversity and inclusion. Um To me, equity really is all about uh shifting power and we often think about that from um uh lens of equality. So we’re gonna have the same power, which is a good thing. But to really achieve equity, it’s gonna actually require that some folks who have had power for a long amount of time, give up more power or take a back seat. That’s not gonna happen. You know, that that’s highly unlikely, like infinitesimally small, unlikely, you know, it’s, it’s a hard thing for people to uh to think about and especially if you have, if you’ve been privileged for so long, um equity might actually feel like oppression for you, right? Because it’s like, you know, wow, II I have less than I’ve had. So um but you know, we, I I wanna think about this through an abundance mind frame. There’s enough, there’s enough resources and enough power to go around. Um We just have to uh work together to make sure that we are privileging those who have not been privileged by that power. I love that you, you approach it from a position of abundance and not and not scarcity. It’s time for Tony’s take two. Thank you, Kate. I saw on Twitter or XX. Of course, that the average attention span is nine seconds and I thought that’s enough time for my mother to create guilt. I’m coming over for dinner. Can’t you stay for the night? I’m coming to stay for the night. Can’t you stay the weekend? I’m coming to stay for the weekend. Take me on a cruise. I’m taking you on a cruise. Can’t you move back home? I’m moving back home. Let’s get cemetery plots. That is Tony’s take two Kate. That sounds so much like nana like it was, it was, I didn’t know how to like react. That was so like nana just keeps pushing and pushing. Oh I miss her so much. Lots of people experience uh mother induced guilt. So I wanted a little tribute there. Yes, we’ve got Buku but loads more time. Let’s go back to decolonizing wealth with Edgar Villanueva. Welcome back. You didn’t go far. Thanks for having me. Glad to be here. No, you haven’t done anything that would lead me to shut your mic off. Um It hasn’t happened. I’ve threatened but uh it hasn’t happened. So let’s let’s start getting uh positive, you know, the, the second uh roughly the second half of your book is uh seven steps to healing. Um And uh I thought you came up like five short. I mean, we have another 12 steps. I mean, if you wanna, if you wanna share power, you’re gonna have to have, you gotta have to step it up with like 12 steps or, or even 15, you know, you have more than the colonizers. Uh, but, but the seven steps are in themselves, they’re, uh, they’re pretty radical. Yeah. You know, um, it, it’s funny because I, I did have some resistance to, um, having seven steps. Right, because it, it, it makes, it seem like there’s a, there’s a, a quick and easy fix. If I just do these seven things, then we’re done with this and we can move on a prime number so that I don’t know. So, you know, but I did need to simplify the process in some ways just to help us get our minds around, uh you know, a process that we can begin, but there is no uh linear way uh or a quick way to uh to solve all of these problems or to, to undo what has been done. But uh there are ways to, to, to move forward and uh the steps to healing for me were, are, are list them out for us, just list all seven and then we’ll, we’ll talk about them. Sure. So they grieve, apologize. Listen, relate, represent, invest and repair. Um So you’ve been thinking about this for a while. I mean, this uh iiii I just did, I admire the, I, I admire the thinking that goes into this. Yeah. So some of it comes from my, my own personal experience um when and, and kind of come to terms and, and with uh the sector that I’m working in and the disconnection that I felt as a native person in the space and spending time in my community to uh just re ground myself and my values. And um and kind of acknowledging the, the wisdom that was uh in my body and in my community that I could bring to the space. Um the other parts of it come from, I did lots of interviews with folks who work in nonprofits and in philanthropy who were uh I think a very forward thinking people in this space activists who are leading movements around the country to get to a place of, you know, what, what did, what have you gone through personally to kind of reconcile some of this. Um And then, you know, a lot of this is also based on an indigenous uh restorative justice model. So we hear a lot about restorative justice um in the nonprofit sector. Now, this is a, a method that’s used in schools and um in the criminal justice system to um help uh people deal with uh with, with things that have gone wrong to kind of get back on the right track. And so this is a model that has come from indigenous communities where we sit in circle with, with the offender with someone who has harmed us or done us wrong to get to a place of truth and reconciliation. Uh So uh grieving, uh you say e everybody, I mean, because of our inter relatedness where we all need to grieve, including uh the people of color, indigenous, you know, those who have been oppressed. Absolutely. We all need to grieve. Um We need to get to a place where we’re just very clear and honest about the history of this country. What has happened, what the idea of, um you know, white supremacy, which is not a real thing, right? But what the idea of subscribing to that the the the harm and the loss that has calls for people of color, but also white people. And uh you know, I think that’s uh we we it’s pretty clear the trauma and the harm that has been caused in communities of color. It’s not so clear. We don’t talk about it very much the the loss that uh that colonization and uh the idea of white supremacy has actually caused in white communities. But it’s uh it, it is, there is a loss there. I talk about it in the book um of uh the idea that white people came from, from communities where they had uh cultures and uh tribal ways of interacting in many cases, um languages and things that were given up in order to assimilate to this idea of being American. And I think now we’re seeing um folks feeling a sense of loss about that. That’s why if you see these commercials for these DNA tests are so popular right now because everyone wants to kind of remember where they’re from and they feel connected to that in some way. Um And um the uh the, the thing you talk about too is uh the orphans, orphans. You say that uh those of us who are descendants of, of the, of the settlers, you, you call us orphans. How’s that? I, I call them orphans. Uh This is a term my bar from some research that has been done uh on uh whiteness and it is, it’s kind of speaking to this idea of loss. Um again, sort of giving up uh the, the culture um that maybe from, from, from the home country, from where, where folks settlers came from, giving up those, those ways of being interactive and community to subscribe to um this individualistic way of being in America. And so with that, um there’s been a loss of sort of that, that mother country um for lots of white folks and a loss of identity. Uh because although, you know, I’m, I’m not anti-american, let me be very clear about that. This is the greatest country in the world I’m very proud to, to be a citizen of this country. Um But there is something about um leaving behind and not remembering where you originated from in order to adopt sort of this new culture here. Um You know, and, and, and, and not um that, that makes you feel sort of like an orphan. If you’re not, you, you, you have no connection to where your grandparents are from or the language they spoke or the culture that they have. Um And I feel that that’s a loss for many white communities. That is actually a feeling that is shared with communities of color. Um And if we recognize that loss and that trauma that we have in common, uh it opens doors for a different type of conversation about race. You, you said a few minutes ago that white supremacy is, is not a real, not real. Why? Why do you say that? Well, I mean, there’s a white supremacist movement. Uh But how are you thinking about it that you say it’s not real? Um Well, well, the idea that, that, uh you know, a certain group of people, white people are superior because of the pigment of their skin is not a real thing, right? So this was an, an ideology that was created um in order to um be able to uh have the types of oppressive uh movements and systems and policies that have been put in place for many years. And so it is a, a mindset that has been, uh you know, an idea that is not real, but we have built systems and um societal norms around that, you know, growing up, I was taught that, um you know, or sort of the default for me was whiteness was, was better. And so if I were to behave or dress or act um in a certain way that appeared to be more white, then that was gonna be a better thing for me. And so we know that the idea of white supremacy is, is, you know, the idea of it is not real, but there are very real implications and uh for how we have adopted that, that uh belief. Um And you’re, you also encourage uh nonprofits and teams to have a grieving space while we’re talking about, we’re talking about grief. Uh We just have about a minute before break, but, and then we’ll move on with the seven steps. But what, what’s a grieving space in an, in an office? Yeah. So, you know, these, these steps are, are, are personal but it can be applied in an organizational setting. And so I think especially those of us working in the nonprofit where we’re supporting communities, we need to have um a space spaces in our, in our, our work life to be able to uh talk about bad things that have happened and to grieve that and to feel emotion, to be human about it. And so, um you know, I share some research in the book and, and some anecdotes of um folks who have have done that and the research shows that there um it’s actually um leads to a much more productive workplace to have moments where we, we stop the work to actually grieve and acknowledge the events that are happening, you know, in our communities. The, the, the book is uh decolonizing wealth, just, just, just get the book, you know, because we can only scratch the surface of it here in, in an hour. But uh decolonizing wealth.com, that’s where you go. I like the idea of the grieving space, you know, uh uh to acknowledge, you know, everything doesn’t go well all the time. It’s impossible. No organization succeeds 100%. Uh Nothing. So give yourselves time and space to talk about it, acknowledge it, learn from it and, and move on rather than it being some cloud over the organization that everybody’s afraid to talk about or something. You know, it’s how, how, how oppressive is that very oppressive and in philanthropy is especially because we uh we’re sort of carrying around these, the, these secrets of like how this wealth was amassed or secrets that are within these families that um you know, many people feel bad about. And so we just need to kind of, you know, be, be truthful and honest about the history and spend time grieving over that so that we can move forward, as you said, and, and that moves our next step in terms of uh uh your next step. Uh apologizing, recognizing which includes recognizing the source of the foundation money. I mean, you worked for the Reynolds Kate B is it Kate Kate B. Reynolds Foundation? I mean, Reynolds Tobacco, North Carolina, you know, that money was raised on the backs of slaves. Um I’m not gonna ask you if the Kate B Reynolds Foundation acknowledges that. But that’s an example of what we’re talking about in the, in the step apologizing. Absolutely no, there was, there was no acknowledgment of that. And uh chapter one of, of the book is called My Arrival On the Plantation because our foundation offices were literally on the uh former estate or plantation of RJ Reynolds. And so um really literally and metaphorically, I was, I was working there, but no, there was there, there’s no acknowledgement of that. And I think you see that, you know, in, in North Carolina uh recently, the Chancellor of the University of North Carolina acknowledged that uh the history of slaves and in building that university and that some of the buildings there are named after a former slave owners. What most people of color want um is just to be seen and heard and, and for folks to make that recognition acknowledge and, and maybe move to apology per perhaps that didn’t Johns Hopkins University do do something similar that, that they had their founders were uh was it Johns Hopkins? Their founders were slave owners? I think Georgetown University, Georgetown. Sorry. Thank you. OK. Uh Georgetown, they were priest, right? They were priests, uh priest founders that were slave owners. That’s right. I actually know um AAA friend of mine who lives in New Orleans is a, a black woman who is a descendant um and was called to Georgetown uh to share about her family’s history. And it was a beautiful moment. They said in community together, talking about the history, talk, acknowledging the contributions of her ancestors. And uh there’s a big write up in, in the paper. And uh you know, this has been very uh healing, I think for the university, but also for my friend Karen, um who is now having that uh you know, that recognition that her, the contributions of her ancestors, you, you, you talk a good bit about the reconciliation process uh in South Africa. Um Canada uh just you gotta get the book. I mean, we can’t, we can’t tell all these stories. I mean, I know listeners, I know, I know you love stories as much as I do, but there’s just not enough time to just get the damn book. Just go to decolonizing wealth.com for peace sake. You go right now. If you’re listening live, where are you Poughkeepsie Schenectady? Uh Nottingham Maryland just, just go to decolonizing wealth.com. Um OK, listening, you talk about uh em, em, empathic and generative listening, right? So, you know, often um when we, when we move through a process like this, we feel bad, we’ve apologized. Um The default sort of like dominant culture way of being is like, OK, I’m done with that. I’m gonna move forward. And so, but before you move forward and act, you just need to pause to actually listen, um, to listen and learn so to, to, to uh uh for, for nonprofits. Uh, you know, I ran a nonprofit. I’ve worked in philanthropy for 14 years when I asked nonprofits, what is the number one thing that you wish funders would do differently? The response is always, I just wish they would listen. Uh because there’s something about having resources, money, privilege and power. When we enter the room, there’s a power dynamic where we um automatically feel that we can uh control the airspace and we have an agenda and uh the nonprofits are gonna be responsive to what we want. And you know, that often is the case. But uh the, the best way to really build a relationship with folks where there is a difference in, in power and privileges is to actually stop and listen. Put aside your own assumptions and, and try as best you can to put yourself uh in, in their shoes to understand their experience and their history. So it’s just gonna make you a better person. Um I feel like listening is a human, right? We all want to be, we all deserve to be heard. And so that is um just something that we have to keep reminding folks who have privilege is to um to, to stop at times to, to also listen and to let others be heard. Put aside the White Savior Complex. Yeah. Uh Listening, we talk about, we talked about uh about that a lot on the show in terms of just donors and, and I know your next, your next step is, is relating versus being transactional. And that’s, that’s, that’s the beginning of a relationship, as you said, you know, listening, genuine hearing uh to w whether it’s donors or potential potential grantees. Um There, there’s a lot to be learned. So it goes back to the, the value of bringing uh representing the, the, the communities that you’re, that you’re serving. Um OK. So relation, you want us to, uh you want us to relate. Let me ask you, uh, you, you, you read, um how to win friends and influence people. You say dozens of times, you say dozens, I have trouble reading a dozen pages in a book. You’ve read one book dozens of times. Uh What, what, what, what do you take away time after reading, uh Dale Carnegie’s book dozens of times? Well, you know, I still have an original copy from that. I, um, I stole from the library of, uh my mom was a domestic worker and she was caring for a frail elderly man. Um, they had this vast library. So I ended up with this little book that you stole from an infirm. I know, I feel terrible about a book. It haunts me to this day. So this is a public, I didn’t even think to leave like 20 bucks or something on the table. I didn’t have it if I had it at the time. Um So hopefully this is my way of giving back. This is, this is my reparations for, for that, that wrong. But you know, and the one take away for me in that book uh is uh is really kind of connected to relating and listening. Um is when you’re, when you’re talking to folks, people just really want to be heard. So mostly you should listen. Um And if you actually just listen more than talk, people are gonna think that you’re a great friend like, wow, Edgar, that was that I had such a nice time with you. Um But even if I didn’t say one wrong, right? And so, yeah, it’s really about listening and, and letting others feel that they are important because they are um you know, we, I think people just feel so invisible these days that um just by giving people that moment of, of feeling heard and connecting with something that they are interested in. Um It’s just gonna really take you much further in building a relationship and, and stop the, the transactional, the, the transactional thinking. Um You have, you, you have an example of uh uh a uh oh and, and like building design, like office design, kitchens, you’d love to see a kitchen in the center of, of offices. Yeah. You know, so sort of like these ideas of like the colonizing virus, it infects every aspect of our community. So yes, even the way buildings are designed, um, especially buildings that are uh financial institutions, think about what banks look like when you walk in and with the, with all the marble and, you know, hard edges. Absolutely foundation offices where you have to go through five levels of security to get in as if we’re as if the millions of dollars were in the office. Right. And so we just, uh, through even how we design our offices and um you know, the way that they appear can be super intimidating for folks who are coming in who need access to resources just in, in terms of designing organizations more egalitarian, you’d like to see. Absolutely. So, uh one of the steps in the book is represent, and when you look at the uh the demographics of the nonprofit sector and um especially in, in foundations that part of the sector, uh we still have a long ways to go with diversity uh particularly when you look at the board of directors and the CEO positions, folks who really hold power in organizations. So what are the, what are the ideas that I put forth in the book is that foundations should have a requirement that at least 51% or at least 50% of their board should reflect the communities they serve. Uh This would drastically change what uh you know, shake up what the seats on the bus look like, but this isn’t this uh far from what is required of, of many nonprofits. Funders actually are, you know, requiring this, of their nonprofits that they’re funding. Um, and many go, um, organizations that receive, gover government funding, federal funding have these types of requirements that the folks who sit on the boards must be, um, folks who are benefiting from the services of those nonprofits. Representative. Absolutely. That’s a, that’s a stretch. 51 percent. It’s a stretch, it’s a stretch. But, you know, um, the, the conversation has uh, has been uh zero about it. So I figure, you know, if we put something, a bold vision out there to help us imagine what’s possible, maybe we’ll get a little bit further down the road and there are some examples. Uh you cite the Novo Foundation in the book, uh they have a women’s building that they’re, that they’re repurposing some old warehouse or something to turn into women’s building and, and the, the decisions are being made by, by women who are gonna be using the building. Absolutely. There’s some great examples of, of foundations and, and funds that are, um really, um putting these values into practice in their work. Uh Novo is, is a foundation that I really appreciate. Jennifer and Peter Buffett, the founders of, of the, the Novo Foundation wrote the forward to my. And uh they, um are folks that you, if you get to know them, you can see that they have done this work. Um and it shows up in how they give, they are a foundation that absolutely sits in community and listens um to folks who are impacted by, especially women and girls, which is an issue they, they really care about and they fund in a way that is responses to what they really need versus what the foundation’s agenda might be. Is it novo that funds for five years or seven years? Is it guaranteed? You, you cite this in the book, no matter how much trouble you’re having in year 123, you’re going to be funded for five or seven years for their initial commitment. Right. Right. And, and that type of long term commitment is uh you know, something that, that is the best type of funding, you know, um folks can be, you can focus on building a relationship versus, oh, I’ve got to meet these certain objectives so I can keep getting this money year after year. And so to be relieved of that, that pressure of thinking about where am I gonna, you know, how am I gonna pay these salaries next year? Um Really allows folks to have the freedom to think about the actual work that they’re doing in communities and, and planning and, and can plan instead of it being one, only one or two years. Um And so we kind of mishmash together, you know, relating and representing um investing. So investing is really a call to philanthropy to think about using all of its resources for um for, for the public good, right? And so uh we are not uh going to be a, a AAA sector that achieves equity that, that is really moving the needle on issues if we’re supporting uh with the 5% in our right hand, really good work, uh you know, mission related work. But in our left hand, we are investing 95% of our resources in um industries and causes that are extractive that are, you know, really canceling out the positive of, of our resources. So, you know, there are great foundations like the Nathan Cummings Foundation, for example, who just recently declared that 100% of their assets, their entire corpus is going to be used um in support of their mission. And again, other examples in in the book. And uh we just have about a minute or so before we have to wrap up actually. Um so talk about your final step, which is the final step is repair. Um All of us who are philanthropists are givers and as we’re getting close to the end of this year, uh we are all philanthropists um supporting um nonprofits in our communities. Think about how we can use money as medicine, how can we give in a way that is helping to repair the harm that has been done um by colonization in, in, in this country. And so think about looking at your personal portfolio are you giving to at least one organization of color um to support grassroots leadership. So reach across um and support folks who may not look like you invest in ways that are helping to unite us uh versus thinking about some of the traditional ways of giving that have not been uh you know, along this lines of thinking or exercising these types of values. OK. So I’ll give you the last 30 seconds uh uh uh in the way that uh the, the way I learned that uh natives are the original philanthropists was by what you, what you talk about your mom. Yes. So, you know, I think a lot of giving, when we look at giving in this country, the biggest philanthropist philanthropist are folks who are giving the most uh highest percentage of their incomes, incomes are actually poor people. And so I do talk about my mom in the book um who um was uh you know, is actually um very low income and, but yet she gave um to our community and, and had it ran a ministry out of our church to support Children ministry. You just gotta, you gotta get the book, you gotta read the ministry. And so it’s like giving of time, treasure and talent, not just resources. And so all of us who are caring for our communities in ways that are um you know, through love is uh we’re all philanthropists, get the book, go to decolonizing wealth.com, Edgar Villanueva. Thank you so much. Thank you for having me on Tony. Real pleasure. Next week, zombie loyalists with Peter Shankman from the archive. If you missed any part of this weeks show, I beseech you find it at Tony Martignetti dot com were sponsored by donor box. Outdated donation forms blocking your supporters, generosity, donor box, fast, flexible and friendly fundraising forms for your nonprofit donor. Box.org. 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 web guide 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% go out and be great.
The company Firespring uses unusual and fun strategies to engage their 185 employees, so everyone lives and celebrates the Firespring values—each day. We’re talking Firestarter meetings; Culture Club; Power of Three; and more. Kiersten Hill shares her employee experience to spark your thinking about team engagement.
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Hello and welcome to Tony Martignetti Nonprofit Radio. Big nonprofit ideas for the other 95%. I am your aptly named host and the pod father of your favorite abdominal podcast. Oh, I’m glad you’re with us. I’d be hit with Hunt virus pulmonary syndrome if you had to be ratted out because you missed this week’s show. Here’s our associate producer, Kate with what’s up this week? Hey, Tony, this week we have team engagement tips. The company Fire Spring uses unusual and fun strategies to engage their 185 employees. So everyone lives and celebrates the fire spring values each day. We’re talking firestarter meetings, culture, club, power of three and more. Kirsten Hill shares her employee experience to spark your thinking about team engagement. On Tony’s take two nonprofit radio. 1500 were sponsored by donor box, outdated donation forms blocking your supporters, generosity, donor box, vast flexible and friendly fundraising forms for your nonprofit donor box.org here is team engagement tips. It’s a genuine pleasure to welcome for her first appearance, Kirsten Hill to nonprofit radio. She is the Director of nonprofit Solutions at Fire Spring. She had nearly 20 years of experience in nonprofit management and fundraising. Before joining fire Spring, she made the move to Fire Spring with the goal to assist educate and equip nonprofits at a larger scale. Kirsten is on linkedin and the company is at Fires spring.com. Welcome, Kirsten. Hello. Thanks for having me. Absolutely. You always bring such, I don’t know, ebullience. Oh, that’s awesome. Thank you. And, uh, I witnessed that this morning which we’re gonna get to talk about. I joined a meeting this morning, but I know just every time we talk, you, you seem joyful. Thank you. I um it’s one of my gallop strengths is positivity. Uh And I think that’s just sort of my natural state most of the time. What is that Gallup strength? So, Gallup is uh the, the Gallup corporation who does, uh you know, polls and those sorts of things. They are also um a business and strengths success coaching organization. Um And you can go through and do an assessment and they tell you what your strengths are. And then the theory and philosophy is that if you lean into those strengths, you uh have better performance and achievement. So, uh one of my top five gallop strengths is positivity. So that’s probably, that’s probably it. I think you’re succeeding. Yes. Thank you. I can, I can validate the Gallup results. Bona fide poll, a poll of one. Yes, a clean one. All right. So we want to talk about the engagement tips for, for teams and you do some special things at Fire Spring. Uh, you acquainted me with them and I wanted to flush them out for our, for our listeners because I think they’re unusual. Uh, I think they show a certain commitment to the team and, and, uh, I want to shout them out. So, first of all, you got value, you got three very clear values. Yes. Um, you know, talk about the values, of course, what they are. But then you know, how do you, how do they help the team, you know, sort of unite? Yeah. Well, I think one of the reasons that I, so I had been a Fire Spring client for a number of years before I came to work here. Uh I had used all of the services that Fire Spring offers websites, the marketing and strategic things that we do. And so I was familiar with the company. Um But one of the things that has really become very clear to me as I have worked here as an employee is that we are very much a company that leads from its values. Uh and we live those values out and we have three primary values. The first is bring it every day, the next is have each other’s back. And the third value is give a shit. And uh we talk on a daily basis about how we are all living those values and we take time during every single meeting. Um that we have that we, we recognize those values and we call out and, and recognize and honor people who are living those values. And I think that’s a really unique approach um to, to, you know, not just having the values and putting them on the wall somewhere, but really, um you know, getting in there and, and diving in and living um through those values. Yeah. And I have firsthand experience for uh an example of this. You, you have these meetings, I don’t want to give it all away. I want you to share it but you have these daily meetings. And I just want to say that I think people listening until they hear more are thinking, oh my, they meet every day, every day, the company, the whole company meets every day. All right. So I was in today’s meeting, but I’m gonna hold off on my follow up questions and you know, my, my impressions of it, us with these, with these daily meetings that are not laborious and feared. Yes. So uh these meetings started in about 2010 is when they started holding them as a company. And uh they had, they wanted a way to kind of try and bring everybody together, get everybody on the same track and again, reinforce those company wide values. And so they did some research and they found that the 11 o’clock time period is the least productive time period during an employee’s day. Yeah. Yeah. And so somebody then said they liked the alliteration of having a meeting at 1111. And they said, well, if we’re having a meeting at 1111, let’s make it 11 minutes long. And that’s how the meeting that we call the fire starter was born. And so every day at 1111, the entire company comes together for an 11 minute stand up meeting and, uh, if you’re in the facility, if you’re in any of our buildings. So we have a headquarters office in Lincoln. We have an office in Lincoln. Yes. Yeah. Sorry. We’re in, we’re in Nebraska. You’re talking throughout the country now that, you know, Lincoln could be Lincoln, Kansas, I don’t know. Lincoln, New York. True, true. Yes. So we are based out of Nebraska. We have an office in uh our headquarters offices in Lincoln. We have an office in Omaha, Nebraska and then we have a small walk up print shop in Council Bluffs, Iowa. And so every single person in those in those buildings who has the ability now, we do recognize this is a daily meeting, not everybody is going to be able to, you know, be there every single day. Um But for the most part, we, we encourage anybody but, you know, with that’s in the building to, to attend those meetings. If you work from home, you can hop on a Zoom link uh and, and, you know, sign in that way and everyone, uh, company wide takes part in the meetings. How many, how many employees we have about 100 and 70 uh, or actually, no, I take that back. It’s 100 and 85. I just verified that yesterday. So we have 100 and 85 employees. Yes. Sure. So when we come into Firestarter, there’s a handful of things that we do every single day, there’s always one employee who leads it. There’s a group of about six or seven of us who rotate the duty. Uh I typically, uh, we call them the fire chief because they’re leading the meeting of the fire starter and the chief, um kind of just runs through the agenda. Keeps everybody on track. So normally I chief on Tuesdays, but today I chief on a Thursday because I couldn’t, we, you know, swap things back and forth. So are we so ingrained in the culture that the down has become the verse? Yeah, exactly. Yeah, we, yes, I, yes, I used the chief. I do. I will in the future. Yes, exactly. Who can chief for me today? Yeah, absolutely. Yeah. Yeah. So, uh today I had the pleasure of being the, the fire starter leader, the chief and we always go through the same agenda. So we start by welcoming everyone, then we move into um recognizing any guests or visitors. So we introduced you today as a, as a guest in our meeting and that the, whoever’s there just sort of normally waves and then, you know, smiles and we recognize that we have visitors with us and then we move into recognizing any birthdays or anniversaries. So if anyone in the company is celebrating a birthday or a work anniversary, uh we’ve got a lot of very long term employees. And so, uh as soon as you hit one year, then every year on your, the anniversary of your higher date, they recognize that you, how long you have been with the company. So we uh we recognize those and then after that, we move into our values, living portion of the meeting. And so uh you can uh as, as an employee of the company, you can recognize anyone else anywhere in the company for um the great work that, that they do and the work that really align with those core values, you know, it might be somebody who um helped you out and took a project uh from you or somebody who filled in for you at a meeting or uh somebody who really has gone above and beyond for a client. Uh And, and we recognize those kinds of efforts on a regular basis today. The it team got a couple of shout outs. They did. Yeah, we had a server, we had a server go down and Zoom and uh Jump Cloud were having problems yesterday. The it team was really hopping. And so lots of people recognizing the I TT the it team for what they were doing and the, it team recognizing one another for how collaborative the response was and how they all just really chipped in and got the work done. Uh So that’s a really good example uh of, of, you know, how we will really recognize one another. Uh Then uh we also do a few special things. So on Fridays, we give the F uh F as in Frank. Uh So on Fridays, we give the F and that is calling out somebody who really steps it up and, and somebody who just is consistently always living those fire spring values. Uh and the F passes from team to team uh within the company. So I can’t give the F if I, if I win the, uh or I, um I’m honored with the F, I can’t give it to anyone else on my team. I have to go outside my team. So we’re really encouraging um the groups to, to mingle together and to get to know one another. Uh And you can only get it once a year. Uh And, and then, you know, again, we just sort of pass that pass that around uh quarterly. There is, it’s bright gold, it’s, and it has a chain on it. If you’re, if you’re in one of the offices, you can actually wear the F and you can hang it at your desk or, or your cubicle. Uh And then if you get the F, you get a little gold F that you can put on a sticker that you can put on your laptop. So, as you’re walking through the building, you’ll see lots of people um who have their laptops open with F stickers on it. Uh So it’s, it’s, you know, a nice visual way to, to represent the F um And that’s kind of fun. On Wednesdays, we go through Gallup Strengths. So we’re a gallop, strengths based organization. Every employee knows what their top five strengths are. And on Wednesdays, we call out one of those strengths and we talk about how you work with people who have these strengths and what, how you might, you know, recognize how they like to work and how you can bring out the best in one another. What are, what are your other four besides positivity? So um strategic is one wu is another which stands for when others over. Uh I’m, I’m, I like to be out there. I get energy from being around other people and uh and engaging with folks over. Yes. Yes. Yeah. Yeah. Yeah. Then uh positivity and um individualization. So I like to get to know each person individually. I like to know what makes each person tick and then deliver content and information and things that are specific to that person. Um And then the last one I think is communication I think is, is um is supposed to be able to recite. I should be able to, I should be able to, I get, I get, I get, I also have um I also have uh activator in, in like my top five or six and I can never remember which goes where. Um but activator means that I’m not real good at just sitting and letting things happen. I’m kind of always pushing and moving things forward. So um uh activator is in, is in there too. So, um and like I said, on Wednesdays, we, we go through those and talk about those and then on Tuesdays, we go through and review the, the goals for the previous week and uh address, you know how successful we were. Um because that’s the other thing then that we talk about and during every Tuesday meeting, we go through the values living and then we break up our goals by um division of, of the organization. So we have client solutions, um client fulfillment. Uh And, and we go through each of each of those and we say, you know, who has achieved what uh and in, in terms of meeting their goals for the week. And then on Tuesdays, we review how successful everybody was. So, yeah, and then at that, we, when we finish that, we talk about any risks or challenges that we have and then uh if there aren’t any of those or if there are, we talk about those and then if uh after that, we do what we call the cheer. So uh whoever it is that it has the cheer for the day and that also rotates through the company. Uh They come up with some sort of a clever story or anecdote or sometimes it’s this day in history. Um And then, and at the end, it’s usually a very short phrase that everyone says all together. Uh And that’s how you really signify that the meeting is over. Once you finish with the cheer, the meeting is over and everybody just goes their separate ways. It’s not like you’re having this long drawn out. Like nobody quite knows. Is it, is it over? Are we still going? Um After we finish the cheer, everybody goes their, their separate ways and, and all of that is done in 11 minutes. It took you about 12 minutes to explain it. I know. I know. Right. I probably should have cut you off. I should have cut you off a minute ago. You’re over time. You get, no, no, the meeting is really, it’s really impressive. Uh So you invited me to today’s like you said, uh I didn’t say a word. I just waved because I knew you were on a tight schedule. Um So the uh the people that are living the values who get shattered out, you enter them on a spreadsheet. There’s someone, there’s a recorder, it seems to be a, there’s a recorder, someone’s recording on a spreadsheet. Describe OK, who’s keeping track of the people and the teams that get shouted out and, and, and if you get shouted out twice, you get a star, you get shouted out three times, you get two stars so we can. Yeah, exactly. Will. And sometimes, uh, I mean, like the ultimate achieve at fire sp is to be a five star general. Um, so if you have five stars in the, in the week, then you’re a five star general. And that’s pretty unusual. Yeah, that’s just, it’s adorable. It’s fun. It’s easy to understand. All right. So five star General. So what, what happens with those names? You just keep them for the week. Yep. They keep, we keep them for the week. Um, and at the end of the day on Friday, they wipe that board, uh, they wipe the values part of the board clean. Um, and we start over on Monday with a, a clear board and we add those names as we go throughout the week. Uh, the, the goals actually turn over on Tuesdays, uh, because we, our, our goals start on Tuesday and end on Monday and that gives us a little bit of extra time, uh to, to try and get things accomplished if people wanna, you know, not very many people work on the weekends, but if they want to work out on it over the weekend or if they need a little extra time, it just seems to flow better to run uh, goals Tuesday through um Monday. Plus we, we have um some all teams, some other, all kinds of all team meetings that we do usually on Mondays. And so that’s when people set their goals for the week. It’s time for a break. Open up new cashless in person donation opportunities with donor box live kiosk. The smart way to accept cashless donations anywhere, anytime, picture this a cash free on site giving solution that effortlessly collects donations from credit cards, debit cards and digital wallets. No team member required. Plus your donation data is automatically synced with your donor boss account. No manual data, entry or errors. Make giving a breeze and focus on what matters your cause. Try donor box live kiosk and revolutionize the way you collect donations in 2024. Visit donor box.org to learn more. Now back to team engagement tips. Yeah. So moving to the uh the the gold side, you go through it very rapidly. Uh This is also set up on a on a board or I don’t know, spreadsheet, it’s the same spreadsheet, same sheet. Um It, it, it says the name of the team. And then there are the 33 categories that they’re being a accountable to. Basically it’s public accountability and they have goals for the week listed like some had, some teams had three, some teams had four goals and you go through how are you doing on your goals? Most of the people said all on something all on track, all on track on track. There was one team, I, I didn’t write them down so I’m not gonna, you know, embarrass them. One team said goal number three at risk and that one got a, that one got a negative next to it. It gets a red mark on it. Number three at risk. All right. Yep. So if you finish a goal, you would say like first goal complete. There were a couple of those, so there were one or two complete. Um, if you’re, if it’s just moving along then it’s on track and if it’s behind then it, it’s at risk. And, you know, there’s a variety of reasons that a goal could be at risk. It could be that maybe you had a meeting scheduled with this client and the client moved the meeting. Um, and so, you know, there, it’s, it’s not, we know that it’s very seldom. I, I mean, I don’t, maybe once or twice in the two plus years I’ve been there if we ever had 100% on our goals, you know, it’s, it’s, do you just, you also want to set goals that are, you know, a, a strive that you’re really working to achieve? Um, and so we don’t always hit 100% but we, it at least keeps all of us on track and it keeps all of us accountable to one another and it helps me to know. Gosh, I can’t bother the, you know, customer fulfillment team this week because I know they have a ton of stuff on their goal list. They’ve got a lot going on. So maybe I’ll hold this thing that I need, um, and give them some time to do that and, and, you know, rearrange what I need from them and, and when I need it. So it, it does help us to know what each other is working on and what the timing looks like. Yeah. Absolutely. And those are weekly goal. Yes, those are weekly goals that we review on a daily basis. Tuesday to Monday. You, you start them every, every Tuesday, every Tuesday review weekly progress on Mondays. Ok. Yeah, I, I love the accountability and it’s quick and nobody says, well, why is that one at risk? There’s no, there’s no chatter about why we’re doing great or why we’re not or why one is at risk or how, how good we were that we accomplished one goal. You just, you just report on track at risk or, or done. Exactly. And then they move on to the next team and boom, boom, boom. It’s very efficient. I mean, you gotta be because 11 minutes tell me does the tech cut you off? Doesn’t zoom, cut you off? Yeah. Zoom completely cuts you off. So, uh when I first started being the chief, I didn’t know that and we were running long one day and then all of a sudden just died and they were like, oh, yeah, we forgot to tell you, it’ll cut you off if you go too long. So now, especially when we’ve got a day where people are really excited about, you know, recognizing other people and putting lots of people on the board. Then I know I have to go faster through the goals because you don’t want to get cut off. That’s, that’s bad. Ok. Ok. And, and today’s meeting, I think it was nine minutes, I believe. Yeah. The other thing that I love about it that I think we don’t often recognize enough is when I went down before the meeting started, I saw one of my coworkers and I said, oh, gosh, I need to grab you for just like two minutes as soon as the meeting is over to ask you a question. She was like, yeah, no problem. And that happens every day. So not only are you getting people together, you’re mixing different groups, you’re mixing, you know, people who work in different departments and divisions and have different tasks and goals. But it’s a, it’s a common place where you can meet up with one another. Uh, and then most people now will eat lunch about 1130 because by the time the 1111 is over, they go, you know, into the kitchen and warm up their lunch and then sit, sit down and have lunch and, um, it’s a really nice natural break and progression in the day that I think is just fantastic about building, um, camaraderie and, uh, and teamwork and connecting us to one another. Those are the Firestarter meetings the way to do daily meetings that people don’t dread. Yes. Absolutely. Uh, it’s super, it’s super fun. It’s one of my favorite. It’s one of my favorite things. I mean, I would have never thought that I would love a daily meeting, but it’s one of my favorite parts about working there. It shows your positivity comes out about the fire star 1111 for 11 minutes. All right. What’s Culture Club? Yeah. So we also have uh a group. It’s a, it’s actually an elected committee within the organization that is focused on uh I it’s focused on employee engagement and that is their major goal is, is, you know, making sure that um that the employees are connected to one another. They also represent the employees to the leadership team. Um And they are the ones who plan all of our company, events and activities and festivities, parties, those sorts of things. Um And, you know, they really just help to keep morale up and keep employees engaged with one another. Um They are elected to that committee based on um which part of the company, which division of the company they serve in so that we have uh a representation from every team. Uh and they meet on I think a monthly basis and then they, you know, do little subcommittees and planning and those sorts of things. Um, and, and they’re all about maintaining and encouraging and engaging the company culture. Do they have a budget to work with? They do? Yeah, they do whatever it might be. Yes, they do. They have, they have a budget and, uh, you know, it’s things like, uh, in the summer they always do, they’ll do like a barbecue and sometimes they’ll have the snow cone machine come, uh, we, every year we invite anyone who’s ever worked at fire spring gets invited back for an alumni event. Um, and they organize the alumni event, they organize our holiday party, they organize trivia nights, they do or trivia days. Most, all of the events that they plan outside of like the holiday party. And, you know, some of those things, um, all, all of them are, most of them are during the day or, or at some point in time during the work hour, usually around like three o’clock or four o’clock in the afternoon. Um, and then, uh, sometimes, you know, the bigger parties and those sorts of things they’ll do, uh, on the, on the weekends or evenings and do people campaign to be the, uh, the culture club representative of their team. They do. So in the last competitive elections in the last election year, we just had the Iowa caucuses. So, elections are on my mind. Yes. Yes. Is there campaigning? So, yes. There is campaigning in the last few years, there has not been a lot of uh of competition over, but they’ve kind of been able to maneuver things. So there’s a few at large seats and those sorts of things. So anybody who uh has expressed an interest in the last few years has been able to participate. So, uh but uh this year, we did still have some campaign posters that went up around the building. And um you know, people were, were, you know, in the spirit of things in terms of campaigning, it was pretty fun. You have a lot of virtual employees. We do, we have in the stuff that, that culture club is planning. Yeah. So I, I wanted to, I actually went to, to our, our recruitment hr department and said, hey, tell me what the philosophy is on this because I wasn’t exactly sure. So they used to do a lot of hybrid events where they would, you know, they, they would have the trivia say at the headquarters office and then people could zoom in. And I thought it was really interesting because she said that what they found is that they actually had less engagement and less participation with hybrid. Then they did if it was just a completely virtual. So we have some activities that are in person and we have some activities that are virtual and they very seldom do hybrids if a team wants to make it hybrid and it’s an in-person event, you know, they might carry a coworker around on a laptop so that they’re kind of feel like they’re there in the, in the spirit of things. But otherwise it’s typically either a virtual event or an in person event. Um And, and that has been the main way that they try and really engage people is, is by hosting and being very intentional about having events that are virtual and then everybody is virtual. Everybody is on their computers to participate. So then nobody feels second class. I mean, that’s, that’s the problem. You know, how many virtual meetings I’ve been in. It’s just, it’s not the same. Uh You have to, you have to remind folks that you’re on the screen. You know, they’re all in 3d together and, and we’re all one D to lump together. You know, they don’t look at us. Uh you know, you have to make sure you speak up because it’s, there’s just not a lot of skill around engaging your one dimensional screen participants. So I just, I think it’s very simple and smart, just make everybody the same. We’re all one D and now we’re all equal. Exactly. Exactly. And they’ve had, I think, um, some, some very good results doing that. Uh The other thing is, I think once a year they, they invite a lot of the employees who do work remotely to come back. It’s usually around our, uh our all team meetings uh that we have or uh around the holiday party, something like that. They, they make sure that those folks get back um around that time of year. If they want to have that real, you know, quality in person experience, it’s time for Tony’s take two. Thanks a lot, Kate Nonprofit Radio 1500. That’s the coupon code that you can use to get $1500 off planned Giving accelerator tuition this year in the Accelerator, I will guide you and all the your fellow class members step by step through how to launch planned giving fundraising at your nonprofit. We meet once a week on Zoom for an hour and I set those meetings up as meetings in Zoom, not as webinars so that everybody can talk to everybody else. And there is a lot of peer cross talk, peer support because over the weeks folks get to know each other. So you all share challenges, successes, obstacles, uh difficult donor situations and everybody helps everybody else. There really is a lot of peer support. A lot, lot more than I expected. So if uh starting Planned Giving is something you wanna do at your nonprofit, you could look at Planned Giving accelerator.com. We’ll be done by Memorial Day. The class goes march to May and we’ll finish by Memorial Day. So there’s no conflict with your summer plans. And at Plan Giving accelerator.com, you can use the Code Nonprofit Radio 1500 nonprofit radio 1500 until January 31st and you will get the $1500 off the tuition. That is Tony take two. Ok. We hope that people take advantage of the discount we’ve got bookoo but loads more time. So let’s go back to team engagement tips with Kirsten Hill. Have you ever been a culture club representative? I have not. Uh you have to be there at least a year uh in order to, in order to be on culture club and after I hit, you get beat in an election, you got drugged. I did it. I’ve never, I’ve never um throwing my hat in the ring, so to speak, to be in culture club. I tend to travel a lot um during certain times of the year when I’m speaking at nonprofit conferences and so it doesn’t really lend itself um to, to, you know, filling that role as it needs to be. So I haven’t ever done it, but I love the people who do so. And you’re, you’re in the headquarters in Lincoln, right. Yeah, I, that’s, I go into the office about two or three times a week. Uh I work from home the rest of the time I’m home today because uh it started snowing again. 8.5 inches and, and more coming. So, congratulations. That’s the most I’ve heard. I’ve been on a bunch of meetings and webinars today. 8.5 is the most I’ve heard. Yeah. And it, that was over, you know, from like the first or the 25th, basically from Christmas, uh, until now and then it just started snowing again about an hour and a half ago. So just keeps coming. Lincoln, Nebraska. I’m in North Carolina. We don’t get a lot of snow. I’m jealous if we get, uh, if, if we have a forecast, the, the night before forecast of a half an inch schools are closed. Everything closes, close the school the next day because we don’t own any equipment. All the, I think all the snow equipment that the, well, all the stone equipment that the state of North Carolina owns both pieces. They’re, all, those two are, you know, they’re all stationed on I 95 which is nowhere near me. I’m two hours east of I 95 on the beach. So the towns don’t, we don’t have anything. The people don’t know how to drive. Oh, you know, I’m from New Jersey up near New York City, northern New Jersey. You know, there’s a skill to it and, and part of the skill is just being experienced doing it but there are people here. It’s risky. So, half an inch forecast the next day. Shut the schools. Oh, man, we, uh, it takes eight inches to close the schools here. It’s just been, yeah, it’s been crazy and then it’s like a minus 22 wind chill. Um, so it’s been, it’s been a brutal start to the year so far. But, uh hopefully, uh it’ll warm up soon and some of this will melt. But, yeah, tell us about fire Spring University. Yeah. So, fire Spring University is where we, it’s, it’s sort of the hub that connects us to a lot of things. Uh Fire Spring University houses are uh employee documentation. So, employee manuals if there are training manuals. So, for instance, if you need to fill out an expense report and you’ve never had to fill out an expense report before. Uh You can go to fire Spring University and there’s a module that you can take on expense reports. And it’s a training that walks you through all of the details. Um In addition to that, there’s a lot of um things in there, like an organizational chart, there is a map in there of where everyone’s offices and cubicles are in the building. So if you’re not, if you can’t remember, you know, where Tom Sits, you can go to the map and look at it and go, oh, that’s where he is and you know, exactly where to find him. Uh And then we uh we do some career pathing. Uh And there are um different uh they, they describe it, not like a ladder. So it’s not a, the, the career pathway is not necessarily a ladder that you go up and down. It’s more like a lattice or a web um where you can move within the company to try different things and different opportunities that fit within your skill set. Um And there is a lot of information in there about what other kinds of opportunities might be available in the company. Because once we go to the work to get great people um who want to keep them happy uh at their jobs and want to make sure they have the training and education that they need to do it and do it well. And if they’re not happy, then we would love to try them somewhere else in the company um to, to try and make it work uh as opposed to, you know, having them go somewhere else. Uh So there’s lots of, of opportunities to really explore what you’re interested in and find opportunities to still be a part of a great company without having to move on. This is all shared resources, shared tools, you know, I think this contributes to engagement, shared culture, right? I mean, the culture of the, as soon as you join and join the company, you’re, you’re introduced to fire Spring University. So you get a sense of what’s important, how they treat the employees and, and it’s, and everybody has the same experience. Yeah. And everybody has the same access as well. So it’s, it’s out there, you log in at any point in time and, and you know, if you ever have a question about something thing, uh our hr team is awesome but if you can’t catch them for one reason or another, you could probably log in to, to fire Spring University and find what you need. It’s also the storefront, uh, where you access the storefront for all of our, uh, company apparel and those sorts of things. So, um, we, we do, uh, and this is, it’s actually unusual. I don’t have a fire Spring t-shirt on today. Usually I have a fire spring t-shirt on. Um, but they, they do apparel orders. I think at least three times a year with the change of seasons. And, uh, you can go on and buy, you know, sweatshirts and t-shirts and ball caps and blankets and, you know, lunch boxes and all kinds of things that are branded for Fire Spring. They give us, uh, an employee discount on all of those and you can go on at any point in time and purchase those things and they, you know, just take the payment out of your next check and deliver the item that you want to your desk. It’s kind of cool. I joined you on a webinar that you did last week on annual reports. Annual reports. Basically. Yay or nay because you had a lot of reasons that you might not want to do an annual report because you had your fire Spring branded, uh, top on and, and then, and then I, I told you your nails matched the company logo color. It was, it was amazing. And they did. And that was completely unintentional. I didn’t even know it until you said it. Pierson. Really, really upping my game for 24. Wasn’t one of your five strengths. Um strate strategy, strategy, doing it unconsciously doing it. I don’t even know it gallop, validate those polls that they’re on to something. Now, you have something that you’re very public about uh personal. You’re an only child and then take it to the next level. Yeah, I’m an only child. I am married to an only child and we have an only child. So, if we get together for the holidays with my parents and my husband’s parents, there are seven of us big family gathering. Yeah. Exactly. You know, and, and it just, sometimes it seems so strange. I grew up with a lot of cousins and, and those sorts of things and, um, it, so it does seem a little weird that our family is just, it’s so small. But, yeah, it works for us. I always joke that I don’t, I don’t know what to do when you have more than one child. I’m certain it is much more complicated. But, uh, this, it works for us. We, we, uh, yeah, we all get each other. So I think adding a child more than doubles the complexity. Oh, and, and I, I’m, I’m the person who doesn’t have any Children but I, I hear from friends. I think it’s like exponential. It’s not just a doubling. Yeah. Absolutely. Well, and then you, you know, if you have a spouse and you have two Children then you are in a man to man defense. If you get three kids and two parents, it’s, it’s zone, there’s like sports analogies and all kinds of things you have to figure out. II, I don’t know. I, I think if you just have one then they get whatever they want and you don’t have fights and nobody to argue with. It’s much easier. I wouldn’t know anything about the zones, you know, in baseball or anything. I’m not acquitted. I don’t know very much about sports at all. So, I don’t know the zone defense. Yeah. Yeah, it’s, uh, it’s, uh, ways that you try and manage it and it’s certainly, it has to be more complicated. Like I say, we just have one, he gets to kind of do what he wants and activities wise, we don’t have to make, you know, big choices. And, um, yeah, nobody to fight with. That’s, that’s perfect. Did that draw you to your husband that you were both only Children? Was that an early, an early feature? You know, it really, it kind of was, it’s definitely something that we both have in common. Uh, and I think, you know, we kind of approached the world with that same viewpoint because we’ve always, you know, we negotiate things, I think differently than you do if you have, you know, big families and those sorts of things. And so, um, yeah, it was certainly something we had in common and, um, yeah, it makes our lives easier. Um, we always say, you know, our parents are, our parents are still young but as they, as they get older, um, there’s nobody to fight with, there’s nobody to argue with. They just have to, you know, we all have to work together to figure this out because there’s nobody else to do it. So, um yeah, it’s been uh it’s been kind of a fun um uh a fun thing that, that, you know, draws us all together and even our parents, you know, um get together and, and those sorts of things, you know, for holidays and that kind of stuff. So that’s, that’s been nice too. Last the engagement uh feature uh strategy that seems very smart at Fire Spring is uh the volunteering employee volunteering hours. Explain all that. Yeah. So uh Fire Spring is a certified B corporation which means that we are certified for public benefit. Uh When our leadership as an organization is making business decisions, they can take into account the impact of their decisions on the things that they care about that go beyond the bottom line. So if, um you know, if they could make a decision that would uh maybe save a little bit of money on ink, but it’s bad for the environment, then they can, they can choose the more environmentally conscious decision. Um And, and as part of that commitment to community, we have what we call the power of three. So we donate a minimum of 1% of our profits. The top line revenue gets donated to nonprofit organizations, 2% of our products get donated through in kind product and service donations. And the volunteering piece is 3% of our people. So full time employees at fires spring receive eight hours every single month. And I would say we’re, and we’re also expected to use those eight hours every single month to volunteer for the nonprofit and charitable organizations of our choice. So it equates to about 3% of our workforce and it really has just, it, it’s a culture thing. It’s just become a part of who we are. And so you might see someone post a message that says, you know, I’ll be out from 11 to, to 130 volunteering. Uh We’ve got a number of people that deliver meals on wheels because that’s a, that’s a really specific time period. And they, so once a week on, you know, whatever day of the week they go deliver their meals. Uh And so, you know, when you see that somebody is out volunteering, it’s not like you’re, you know, frustrated or mad or gosh, why aren’t they working? Because it’s part of who we are, we give back and there you can give back to any organization that you want So I have personally have a number of organizations that I work with. I, I volunteer a little bit at my church and I am on the Friends Council for make a wish and I’m on the um house court board for my uh college sorority and I am helping the legion baseball team. And anytime I’m doing those efforts, I can take time during my week and I can put in those, those hours and, and do the work that needs to be done and fire spring, uh, encourages it and appreciates when we are active parts of our community. And I think that is a huge piece of really developing the ethos of who we are as a company. That’s what these strategies are all about. Uh I love these. And you were the first B Corp in Nebraska. We were, yeah. Yeah, we were the first B Corp in Nebraska and there’s a points system that all B Corps receive, um, to, to say if you qualify as a B Corp or not. And our point system over the years, we’re in the top 10% of, um, the most impactful B Corp businesses across the country, across the whole country, across the whole country, not just in the state. Yeah. Top 10%. Yeah, exactly. Top 10%. Yeah. All right. Uh, so how does all this, you know, all this make you feel is it’s not, it doesn’t, it doesn’t certainly sound overwhelming. You sound uh, effusive about it. But how do you think it helps individual employees? How does it help you as an employee? Well, I think for me, you know, I, I, most of my career was spent in nonprofit management and so I’ve, I’ve run nonprofits. I’ve been a fundraising director. I’ve, I’ve been in that public, um, benefit sort of arena for years and I have tried at times leaving that and going to for profit and that never went well for me. Uh I, it just, it just didn’t match who I was and the things that I wanted and needed um in, in my work life. And so for me, this is really the perfect marriage um of, of for profit and still having that community impact and being a part of the community. And I see that reflected in the people that I work with. Um, you know, I think, I think we attract and develop a very like-minded community based, um you know, ethos and culture. And so for me that I think that is why I appreciate the values and the fire starter and the culture club and all of that is because uh it, it feels most like that, you know, public benefit uh nonprofit kind of, of environment. Um And they’ve been very intentional about doing that. And so for me, it’s just, it’s been a great, uh it’s, it’s just been a great place to land. Uh And if I’m, you know, not necessarily going to be working in a nonprofit. I’m still getting the opportunity to interact with so many different nonprofits. Um And then also to, you know, have that, that the company that I work for embraces and encourages uh that community participation. Thank you for sharing all this Kirsten. Yeah, absolutely. Thank you for asking. It’s been fun because I don’t, you know, people ask us all the time about what we do for services and, and that kind of stuff, which is I love talking about, but it’s also kind of fun to talk about who we are. Kirsten Hill, she is, she is Kirsten Hill, the, the positivity, the strategic. You’ll find her on linkedin. She’s very active there and the company is at Fires spring.com. Thank you again, Kirsten. Yeah, absolutely. Thank you, Tony. Great being with you today. I appreciate it next week. Decolonizing wealth with Edgar Villanueva from the archive. If you missed any part of this week’s show, I beseech you find it at Tony martignetti.com were sponsored by donor box. Outdated donation forms blocking your supporters, generosity, donor box, fast, flexible and friendly fundraising forms for your nonprofit donor box.org. I still have that alliteration. I can’t help it. Fast, flexible, friendly fundraising forms or go ahead. Sorry. Our creative producer is Claire Meyerhoff. I’m your associate producer, Kate Marinetti. The show’s social media is by Susan Chavez, Mark Silverman is our web 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% go out and be great.
There’s a systematic method for you to get feedback on your nonprofit’s finances; programs, clients; and employees. It’s both art and science. Bryan Shane explains this management and decision-making tool. He’s co-author of the book, “The Leadership-Driven Method to Performance Measurement.”
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And 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, and my goodness. Did I sound terrible last week, Echoy? Like the Holland tunnel without traffic. Uh Like I’m in a brick, I don’t know, brick echo chamber. Uh I’m, I’m between mics. Uh I know it’s much better this week. It should get even better when the really good mic comes. So, uh but apologies for the sound. My sound last week. Oh, I’m glad you’re with us. I’d be hit with LEVO version if you left me with the idea that you missed this week’s show. Here’s our associate producer, Kate with the highlights. Hey, Tony, this week it’s performance measurement. There’s a systematic method for you to get feedback on your nonprofits, finances programs, clients and employees. It’s both art and science. Brian Shane explains this management and decision making tool. He’s co-author of the book, the leadership driven Method to performance measurement on Tony’s take two Planned Giving Accelerator were sponsored by donor box, outdated donation forms, blocking your supporters, generosity. Donor box vast flexible and friendly fundraising forms for your nonprofit donor. Box.org here is performance measurement. It’s a pleasure to welcome Brian Shane to the show. He is co-author with Patricia Lafferty of the leadership driven method to performance measurement. The how to book on improving performance measurement in the public and not for profit sectors. With Patricia. Brian is also co-founder of B PC management consultants, a client centered management consulting firm based in Ottawa, the capital in the province of Ontario, Canada. The book is at B PC gallery.com and Brian is on linkedin. Brian, Shane. Welcome to nonprofit radio. Good morning, Tony. Pleasure to have you. Uh We’re, we’re recording just uh early January and uh it’s cold, it’s cold for you in uh in Ottawa. It is um actually we had no snow in winter and uh we’re under a, a major uh snowfall warning, I guess it’s coming from the States down here. And uh so actually I love, I love winter. I love, I love the cold. I love skating and skiing and, and all that stuff. So, um when there’s no snow, it’s kind of like just bad weather. You can’t do anything except for go, go for walks and uh, oh, so you look, you look forward to the snow. Um Yeah, I’m a, I’m a photographer on the side and um, um I, you know, winter is when um, a lot of the Raptors, you know, owls and eagles and hawks come down from the north. So it’s, uh, it’s, it’s fun to do that. And, uh, so this is the time of year when I actually do a lot of my raptor photography because, you know, it’s here and I’m sure it’s the same, not, probably doesn’t extend as far South Carolina, North Carolina, but certainly in New York and, uh, the upper, upper northern states of the US. So, uh, those predator birds. Yeah, there are hawks, hawks, raptors. I don’t know, I don’t know if owls are considered predators but anything that eats, anything that eats. So, II, I enjoy, I enjoy doing that. And, uh, um, so, um, and when, when, when we, before we started, you said, uh, it’s minus 10 °F and not too cold, you said it’s not so cold, it’s minus 10. It’s minus 10 °C. So, so it’s about maybe minus four °F. No, that was Celsius. Ok. Ok. So it’s still, it’s probably five or six °F. So, it’s, it’s cool but it’s not, I love that. It’s cool. It’s cool. I consider cool to be 50. 50 is cool here in North Carolina. It’s, it’s funny, I was in Florida a number of years ago and a friend of mine kept saying it was cold at 50 degrees and I kept going, it’s cold at 50 degrees. I mean, try 20 boulevard when I got down there and it was 80 it dropped to 50. I said, yeah, it’s cold. Yeah. Well, of course, it’s all, it’s all relative. Right? If you start at 8050 is, that’s, that’s what I’m accustomed to. So, you’re in North Carolina? All right. Um, all right. So you’re a photographer and a, and a performance measurer. We’re gonna spend more time talking about performance measurement than photography. I hope that’s ok. That’s ok. Ok. You’ve written books on, you have a book on performance measurement. I feel like we should talk about that. Um There are other podcasts for uh for photography. So let’s let’s get people just acquainted with um what performance measurement is. What, what let’s make sure we just have a simple definition. OK. Sure. Um I, I’m gonna start with what it’s not, it’s not performance appraisal and most people make the assumption that when you’re measuring performance, you’re measuring it at the individual level with this performance appraisal. It’s not that it’s, it’s measurement at the organizational level and it can be measured at lots of different levels, it can be measured at. Um Here we have departments that have broken up the branches and records and you can mark, like I’d say most of my stuff is, is helping people measure at the director or the branch level. The government wide performance measurement approaches um For the most part don’t work very well. They give the client, they give the government’s plausible deniability, but they actually don’t give the people who are running the program, the information they need So what is it? It’s feedback, it’s feedback, it’s feedback on your program. It’s feedback on your, on your finances, on your people and on your clients. It, it actually would to, to make it, to give you a metaphor. Um It’s, uh it’s a navigation system. So you can imagine running a business in the public sector, you’re inundated with conflicting um, problems and issues that you have to navigate. So it’s kind of like driving a ship without a sonar and a radar system. You, you don’t know where you are. So the, the measurement system allows you to um navigate through all this and yet still maintain your course, which is to help your department or your branch or whatever it is, get to where they’re going. Um, and the type of feedback that you get, um, you know, you get, you, you basically the one that most departments are most interested in are the finances that is, are your operations cost effective. But you have to know if your programs are working. Um, and your services, I mean, when it comes down to it, the government, most governments, whether they’re public sector at the national state or the city level, spend half their money on people. Yeah. Well, we’re not, we’re not in the, we’re not in the government sphere. We’re, we’re in the, we’re in the nonprofit, you know, on the nonprofit side. So, yeah, so the nonprofit is, it’s probably similar, I mean, we spend half the money on people, half the money on programs, just, just the norm of it. Um So the navigate, it’s a navigation system that allows you to, to navigate through the ever changing willow of financial changes, cuts employee demands, plan changes and program program initiatives and, and, and so, so we can, all right, so we, we can do this at the program level, we can do this at the, at the macro organizational level. Um You know, our, our listeners may or may not have departments, um smaller, smaller shops aren’t going to have departments, but, but some of our larger listeners could very well have departments, um hospitals, colleges. So most of, most of the people I work for are running a program at a branch level or a or a record level and they uh can’t cope with the ever-changing flood of changes that come down from the department levels or, you know, from the, from the outside. And so this helps them to say, ok, we’re not doing this today. We’re doing that today, but we’re still going north um north being the strategic direction of the organization, your mission, your mission. Um And so, um you know, you get the, you know, the four pro project, you know, they call it the balance score card, which is, you know, your finances, your programs, your clients and your employees, you have to have that full picture because I mean, if you ignore your clients. Um, what are you doing? I mean, you, you, if you’re not satisfied who you, who you’re helping it doesn’t work and if your employees are just disgruntled, you have poor motivation, more poor productivity. Um, so to keep your people and your clients happy, then your programs and your finances usually work, work well. So that’s the way. So, uh, decision making, this is gonna help with decision making, identifying problems, which is gonna help you solve problems. Yeah. I mean, you know, when it comes down to it, um, um, the basic problem with those organizations is that they, um, they follow that bad practices, for example, they buy something that’s the cheapest. So, if I’m a big, uh, company and you buy, let’s say an, it, I mean, most of what government spends money on, are it information technology and large construction program. So that’s where they spend all their money, roads, bridges, uh, whatever, whatever it is. Um, and a lot of places like in Ottawa, for example, they bought, um, the, uh, a new transit system. Yeah. But again, we’re, you know, we’re on the nonprofit side so it’s not the government side but this is, it’s a city government. It’s, it’s, it’s still go and they, they bought a transit system, um, that says it’s been disastrous. I mean, they bought the parts from one place and they bought the rails from another and there’s the, the integration of the system doesn’t work So it’s been functioning very poorly um uh for, you know, for a number of years now and they spent like over a billion dollars and because they bought the cheapest solution. Um So there’s a lot of, a lot of things uh that people do in the public sector that are um endemic. They don’t, they don’t think about the consequences of doing it. It’s just, it’s a hoop. Oh my God, they just gave us a li a license to print money. Um So, um they get all their money on fixes and maintenance. And um this approach to performance measurement is, you know, it is written in this book and it, like I said, it applies to the nonprofit sector and like I said, a lot of the problems whether in the nonprofit sector, um is that the writing, the choices made in that sector are um ones that um if you were an individual, you would not make that choice. You, you would make it based on how the, the, the purchase of an it system or a new office or whatever would, would best suit your organization. Um That doesn’t happen in a lot of cases and it, it’s because um people don’t understand what measurement is. I mean, it’s a, it’s a go, it’s a, it’s an approach to making decisions based on a full spectrum of, of information that you require to run your organization on your finances, programs, your services, your employees and your clients, right? And we’re gonna, we’re gonna get into the, the process. I just want folks to understand that first at a higher level. And so this is, this is a continuous process too, right? This is not just something discreet, we do it and then we check a box and it’s, it’s done. This is an ongoing iterative iterative process. So for example, um the finances and program services are measured on a continuous basis. Usually you, you, you want to get reports, feedback on a monthly basis. Now on your clients and on your employees, that’s usually an annual measurement that you get uh on your clients is usually a client satisfactory survey for your uh for your employees. It’s usually an employee satisfactory survey. But then there’s also a lot of metrics related to staffing and uh that you want to take a look at as well. So that’s a yearly process. So different times, but it’s an on, it’s a, it’s a yearly ongoing process that process feeds back into your plan. You can adjust your plan based on that feedback to deal with the issues that are, that are uh revealed by the measuring and who’s involved in this. Uh I know it, it, it needs to be, it’s leadership driven obviously. So what, what, what leadership and, and who else besides leadership? There’s three groups that they get involved in this film. So the first one is that you need, I I call it leadership driven because it has to be sponsored by a leader. So if you are um in a directorate, you might have, uh or some point, you have to have the leader of that group be the sponsor of it. They introduce and make sure that um people feel comfortable doing it. Um Then, um you need the people who are your, that every organization has a planning and measurement unit within their group that feeds into the larger part of the organization or the organization as a whole. Um And then you have the programs and services who provide the information to you um on how they’re doing. So there’s three groups and they all have to be functioning um within each with each other. And um it works, like I said, it’s, it’s an ongoing process. Um When you started initially, people will say, well, I’m not comfortable with that, but again, they’re, they’re confusing performance appraisal, right? With perform measure. So that, that’s one of the big issues uh with it. Um There’s not much written on performance measurement um in terms of how to do it. Um And so that’s why the need for, that’s why the need for the book, the Leadership driven Method of Performance Measurement. Yeah, I mean, when I got into this, um I, you know, I started doing it. Um basically, um you know, I was trying to make sense of it. How, how would I improve performance measurement because everybody has one but not many of them work well. And um even in the outside of the not for profit, I mean, only very large companies have them. Now today you can see that changing um when you purchase things in the private sector, a lot of times you get a transaction based request for how did we do on this transaction? Somebody will give you a phone call or something. And so that that’s happening more, not so much in the not for profit sector because organizations are much smaller, they have less money. And so you have to make things simple. It’s time for a break. Open up new cashless in person donation opportunities with donor bucks live kiosk. The smart way to accept cashless donations anywhere, anytime, picture this a cash free on site giving solution that effortlessly collects donations from credit cards, debit cards and digital wallets. No team member required. Plus your donation data is automatically synced with your donor box account. No manual data entry or errors make giving a breeze and focus on what matters your cause. Try donor box live kiosk and revolutionize the way you collect donations in 2024. Visit donor box.org to learn more now back to performance measurement. So let’s let’s talk about your simplified process, the leadership, the leadership driven method. So you have these four phases. Is this uh so why are we talking about the four phases? So the first one is readiness assessment. Um Are you ready for its measurement? So you have to have some kind of a business plan that, that is measurable. So in that, in that case, um you need a vision, you know, where you’re gonna go, your mission part is what you have to do and then you have objectives, you have, you know, like the four parts, you have finances, the programs, the clients and the employees. So when you have those four pieces, you say, in order to understand what are the, what’s the feedback? And I, and I should mention that um another thing that, that always gets completely forgotten is that the feedback is at two levels. One are, what are your achievements? And the second one of your issues and the achievements part is universally forgotten. Um because in any organization, there’s always gonna be achievements, um things that happen that are good in, in, in the not for pro non for profit sector, um the achievements will be smaller but they’re still there. I mean, they’re fine. Yeah, we still, we still want to celebrate them. Yeah, I mean, you wanna, you wanna know what’s good? I mean, if and, and what people often forget in doing this is that you have achievements and they, they focus in on, on it’s kind of like daily news, you know, the only thing they focus on is on the bad stuff. They don’t say this person, say that person or, or whatever. And so like there’s a balance. So in the, in the four aspects of measurement, which are the finances, programs and people and the and the employees you have achievements and you have issues and you celebrate the issues and you, you celebrate the achievements and you deal with the issues. So it’s really important to understand that your feedback is of two kinds, achievements and issues. Issues are issues aren’t bad. Everybody has it. It’s just the nature of dealing with people and yeah, no, the the the bad part come, the bad part could come in, could come, hopefully it doesn’t but could and how you react to the issues, the obstacles, how does the organization deal with them and it doesn’t have to be bad. It could be very proactive and positive. Yeah, issues are things you have to deal with. They’re not good, they’re not bad. They just are right, but you need to reveal them through the leadership driven method to performance measurement. Exactly. So um if you understand that you get achievements and issues across four parts of the organization, you’re way ahead because most of what is measured is just finances are we cost effective, we need to move beyond that. So, so as part of these four phases that you have, we can this is very customizable, right to the to the organization. Yeah. So it’s really an art and a science, the art, the science is there’s a methodology we have 44 steps to building mement system. And the science is how you adapt that to the organization. You’re working for the art, the art is how you adapt it. Yeah, the art is how you adapt. Right. Right. OK. It’s funny when I was preparing for this, I’m going, how am I gonna um regurgitate this book? Well, that’s my, yeah, he’s Brian is holding up his book. Everybody’s not going to see the video, but that’s my job to help. You don’t, don’t, you don’t uh Yeah, I’ll, I’ll, you know, we’re gonna hit highlights and people want more detail, you know, their choices, they gotta buy the book. That’s why I, that’s why I said the book is at B PC gallery.com, Bravo, Papa Charlie, gallery.com. Uh going back to my Air Force days, Bravo, Papa Charlie Gallery. So, yeah, we, we can’t, we can’t, you know, it’s, it’s too technical. Um There are a lot of acronyms and phases and things, you know, but, but so, you know, don’t worry, we’ll, we’ll give, we’ll give folks an overview and those who, those who want to know more, they go forward and, and, and buy the book. So I, I want folks to know that this is uh it is, I’m glad you said it’s part art and part science and, and the art part is customizing this to your nonprofit. So the, the, the customizable part is, is um the things that, you know, how do, how do I make it fit your organization? Um What are the security requirements? What are the uh timing requirements? How does it fit your planning and uh measurement process, all that kind of stuff? How does that, how do I that this approach to measurement to make it something that’s self sustaining within the organization? In other words, it works like a machine. It just, it provides the feedback that you need. It spits out the, the finances on the programs every month and it spits out the people and the clients annually and then how does that be back into your planning process? So you can adjust your strategies and initiatives to deal with it and it, it’s an ongoing process because whatever you deal with now there’ll be something coming up later. It’s like a machine. Um you know, the machine keeps functioning and um, you know, that’s the, that’s the part that’s missing is often is that you deal with your finances but you’re upsetting your clients or you’re upsetting your employees or you know, something like that. Yeah, Brian, can you, can you share an example, uh a case study of an organization that you worked with that, that, that benefited from this or maybe they, they had a challenge and they didn’t really know what the problem was. Identify it and overcome it. Share a story. Can you actually, before I got into consulting, I ran two national volunteer organization, one was a Canadian 4h Council and one was a Canadian Ore Federation, which is a sport governing body. And in both cases, orienteering, I, when you said orienteering, I, when I was in boy scouts, I had orienteering merit badge. You had to find your way out of the woods with a compass and the southern. And, uh, I mean, the leaders weren’t too far away. I mean, they were, they didn’t drop you off in 1000 acres. You know. Uh, it wasn’t, it wasn’t survival. It was just orienteering. But yeah, we used the compass, the sun. Uh, you could measure heights, you could measure distances, things like that. Orienteering. Yeah. And, you know, and depending on where you live here, we live in the land of trees. You live, you live in the land of wide open spaces. So it’s a little when you have, I mean, you can see for, you know, for miles when I have the ocean, the ocean helps if I, if the ocean is on my right, I know I’m walking north. If it’s on my, it’s on my left. I know I’m walking south, which is actually not quite true because my, uh, that’s the way it would be if you would think the ocean, but my island is actually oriented east west. But I, in the normal course of ocean walking that that’s the way it would be. So, yeah. So I have, I have, I have a good, you know, it’s there every morning I wake up the ocean. Is there so I can orient myself pretty well. Yeah, when you’re in the trees you walk 2020 yards into the trees and you don’t have a compass, you’re lost. I mean, you could be walking in circles. You gotta know how to walk a straight line. Look at that next tree ahead, look at the next one ahead. I know all about. I had orienteering mud badge. So I know, I know. So you, so anyway, I was the first or I was the first guy that ran. So we had to do, we had to develop a business plan because we had nothing. I mean, we had paper clips and a desk and um then when we started that, um that was back long, long time ago. Um Then we started to say, ok, how, you know, we had a very small budget, we had to make sure we were cost effective. Uh We had programming services so we developed it from, from scratch and um it became very prepared to me very, very clearly that um I had to be very, very, um frugal with my money so that the, the organization can run. We had national championships. We have provincial championships. Um And then there would be a national national champion the first time that I went out orienteering. There’s, there’s like they, there’s like five or six levels and the one level where you get out of the trails is the orange level. And I was, uh, I had been oriented more than three or four months when I got out. And, and I remember this fellow from, um, Alberta and I was in this, uh, I was walking down, I know I was in the middle of a, a stream walking, um, with water up to my knees, not to my thighs. And I said, what are you doing? He said, well, we’re pulling the, uh, the, uh, flags up. I said, I haven’t finished yet and he said, well, it’s open and, and I’m going, don’t, don’t tell anybody. And so he said, you’re the guy, you’re the guy who takes 11 hours to run the New York City marathon. Well, if I could do it in 11 hours, I’d probably do it, but I did not run. Um, anyway, so I said, don’t say anything. And, uh, and I said, if you do, I’ll, I’ll get it. And as soon as we got into the, you know, back and everybody was in. This guy does not oriente, he’d never been orienteering his life. I found him and I said, how fast can you run? So, all right. So that was an embarrassing moment. It’s time for Tony’s take two. Thank you, Kate. It’s time for Planned Giving Accelerator the 2024 course I’m promoting it. Now, the class is gonna begin in early March and it runs through the end of May will be done by Memorial Day. So no impinging on your summer plans. If planned giving is on your to do list, you wanna launch Planned Giving in 2024 or in the future, you can take the class and then apply everything later on. Then I would ask you to take a look at Planned Giving Accelerator over the 12 weeks. Uh We meet once a week for an hour over Zoom and I will guide you step by step how to launch Planned Giving fundraising. There’s also lots of peer support because I set up the weekly meetings as meetings in Zoom, not webinars. So you can talk to each other, you can talk to the other members of the class bonds form. People get to trust each other and talk about stuff that you might not talk about with. Uh Well, you certainly wouldn’t if it was, you know, somebody in a one off webinar, um the, the classmates Bond and there is a, a good amount of peer support too as well as the teaching that I’m doing each week. If you are interested in Planned Giving Accelerator, check it out at Planned Giving accelerator.com Aptly named. And if you’re interested in joining, you can use nonprofit uh the code Nonprofit Radio 1500. The numbers 1500, nonprofit radio, 1500 that will save you $1500 off the accelerator tuition in the month of January. So you have to join this month January to use that discount plan giving accelerator.com. That is Tony’s take two. Ok. Um, take a class and don’t forget to use the code nonprofit Radio 1500. Well, thumbs up. Absolutely. We’ve got just about a boatload more time. So let’s go back to performance measurement with Brian Shane. It, it got to the point where I said, ok, uh, and this is what, uh, sometime before the balance score card. But I realized I have to run this, like my own personal business. I have to understand my finances. I have to understand what I do my programs. How do I relate to, you know, we have a few employees but mostly volunteers. And, um, so I know I, I began from, or from that orienteering to develop the business plan and of course, nobody knew how to do a business plan back then. It was like more of an operational plan, which is, you know, a yearly basis. So we, I wanted a, a five year approach and so we use some facilitation to develop a business plan that people agreed to. And we started measuring it, um, measured our finances and, you know, we had a strict budget from the federal government here to run that organization. And, and it, it grew, I mean, we had, we had national championships, we had provincial championships and um, it, it grew now cheering is a very technical sport as you. I mean, you, you’re doing it with an ocean. But if you’re doing it in the forest, it’s different. I mean, you have, uh, you, you’re trying to find a flag in a forest and you’re running through meadows and trees and if you’re up here in Canada, you can’t go 10 ft without hitting a tree. I mean, at least on Ontario there are parts of it in the western part of Ontario that you could. But so it’s a very challenging sport and you can be lost and try and find something. So, so just so just so folks understand you, you’re given a set of directions to follow, right? The flag. So 214 m and at, at uh 86 degrees, right? So you have to measure distance and direction, right? And if you mess up, you, you, if you mess up at one step, you screw up the rest of the way pretty much because the is small right now. I know we’re not, yeah, we’re talking about a small flag, not a, not a national Canadian flag is flying 1000 ft high. So you’re given directions and distances and you got to follow the Yeah, and you follow the court. There is no course. I mean, you have to make your own way, given the directions you got and the people, the best of the Oriente are the people in Scandinavia, the Swedes and the Fins and the Norwegians. Um That’s the way it was back then, I’m not sure now. And anyway, we, we, uh, improved quite a bit in our ability to navigate and, uh, to, to do, to do this. But it tended to be people who were, uh, people who are cross country skiers or, uh, you know, people who enjoy the outdoors or people who, um, just the ordinary person orienting is this my thing that helps navigate. And so we do all the plan and we, we measure our finances and we measure our programs in terms of how many people we had and how we were compete, how we were competing and, and progressing against the Swedes and the people from Scandinavia. And we did well, I mean, um for a number of years, um I, I was only there for a couple of years but, you know, I laid the basis for them to um develop and, um, and like I said, that’s, that’s where I learned that, um, you know, I wanted to do project work, people work and get paid well. And, um, so I involved in, I didn’t know I was a consultant back then and that was way, way before. And so, and then I ran the four, the 4h club um was similar, but it was much more established. And, but let’s get into the insights that you, you gained from the performance measurement. How did that help you grow the organization? Well, we, we learned that we didn’t know how to compete with these, with these elite people. And, um, so we had to improve our training, we had to improve our orientation to it. Um We had the thing is that, um, so much work goes into actually providing the facility. We realized we did not have great facilities for intern. So we developed some courses in, in, in wooded areas, uh, you know, across Canada. So you have to have a diverse ST woods, you have to have ponds, lakes, you have to have uh you know, different things you can run to. It, it has to be um I think uh like a full uh Wareing courses like 1010 to 12 kilometers. So you gain these insights through the, through the performance measurement. When you uh you, you, you talk about uh after you do the data analysis, you have windows, you have these windows of sort of insight, talk about like the organizational climate, window, business planning, talk about the, the, the, the windows that you gain, that gain you insight into your operations after you’ve done the, the data analysis. So at, at, at, at one point in the year, there’s a planning and measurement cycle. So um that was usually uh just after we got our budget in April. So at that point, I knew that I had to have the information on how we did in our programs and services, finances were easy because they’re trapped financially. Um Then I had to get insight into how we were doing in terms of employees. It wasn’t that many, it was only like 20 but I mean, there were provincial offices and there were, you know, those 10 provinces, most provinces had offices. So I had to get insight how we were doing with our employees and with our clients. And like I said, our clients, people who did orient here tended to be cross country skiers, marathon runners, that kind of thing. And when we got all that data, we, we said, ok, how can we improve our competitiveness? How can we improve the number of people who are actually doing it? Um And we did, and so we, you know, our championships got better. We had um many more people playing. So in an orienteering event, you would have six or seven levels and we would, so the first level would be just, well, let’s go, Brian, let’s go a little broader, you know, outside the, outside the orienteering organization. But, but generally, what will, what will nonprofits gain generally from the, from the windows, these windows that you identify around organizational climate, business planning governance. So the main thing you’ll get in a nonprofit is you’ll be more cost effective because you, you in, in a nonprofit. Um you know, like I said, I ran two of them, you have to be almost 100% sure that when you’re making an investment that it’s the right investment, whether it’s on facilities whether it’s on an it system, new employees. So you make sure you’re cost effective and, and make sure your programs work because if they don’t work, you don’t get any, you don’t get any return for your investment. So those are the two things now that the employees, you have your employees, it tends to be a lot different because you have very few employees compared to um public sector or private sector. So your employees, you know, but you also need to understand who your, who your clients are. So they’re stratified in order cheering or in most, in most um nonprofit into, you know, the people who are doing a lot of your stuff and the people who are not doing that are doing sort of the 8020. And so you get more people, more people involved, whether, you know, whatever kind of uh nonprofit it is, and a lot of them tend to be health related, they tend to be uh activity related and you just want to get more people involved because you believe in what you’re doing. And uh whether it, like I said, whether it’s health, whether it’s uh an activity or sport or whatever, it doesn’t really matter. I mean, you, you need to get people to see the advantage of what you’re doing and, and, and, and join in now um in the orienteering, you realize that the biggest advantage would be um trying to get people to, you know, find stuff and it was, uh, and, and this is taken off. Now there’s a lot of this, it used to be car rallies but there’s all kinds of things where people try to find stuff and they have to use drawing skills to find it. And in Canada, the States you can’t go in the woods if you, I don’t care, you get, you’ll get lost in our national, in our national parks. Right. I, I like that. You, uh, you know, and you analogize this to a navigation system. Uh, so that, uh, you know, you, you, your understanding as, as you’ve said, you know, your finances, your clients, your programs and your employees, I think, uh, I think that’s, I think that’s valuable for folks. Um, just, uh, you know, just leave us with, uh, inspiration for why we should take this to heart performance measurement. Um, you know, it, it comes down to, um, when you’re running a nonprofit, um, you do it for the love of it and you see how it’s affected your life and you want to share that insight with other people and the only way you can do it is to prove that what you’re doing actually works. And you see, um, you’ll see people who come and say to you that, um, if you had introduced me to this, I would never believe that I could have actually improved myself. And, um, a lot of what you’re doing in, in non profit is you’re improving your mental aspect of some part of your existence. It might be a physical, it might be, um, like some aspect, it might be like a really technical thing. It might be, it might be a really small thing, but that’s what I found is that I was able to show people and, and especially when I was working authoritarian, a limited budget that, you know, we actually had an, we actually had a measurable impact on improving our programs here. We had 50 people or 100 people in our last national championship. This time we had 500. All right. All right, we’re gonna, that’s the enormous, enormous, uh enormous progress from 10 times. All right. Thank you very much. The, the book is the leadership driven method to performance measurement. You will find it at B PC bravo, Papa Charlie gallery.com. You’ll find Brian on linkedin, Brian. Thank you very much. Thanks Tony. Next week. Team engagement tips. That guest got back to Tony second after Brian Shane. If you missed any part of this week’s show, I beseech you find it at Tony martignetti.com were sponsored by donor box, outdated donation forms blocking your supporters, generosity, donor box, fast, flexible and friendly fundraising forms for your nonprofit donor. Box.org. Our creative producer is Claire Meyerhoff. I’m your associate producer, Kate Marinetti. The show’s social media is by Susan Chavez. Mark Silverman is our web 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% go out and be great.
Amy Sample Ward and Gene Takagi kick off the New Year with what they’ll be keeping eyes on this year. They delve into artificial intelligence (AI); the presidential election; donor advised funds; workers’ rights; and more. Amy is our technology contributor and CEO of NTEN. Gene is our legal contributor and managing attorney at NEO, the Nonprofit & Exempt Organizations law group.
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Doug White: Lessons From The UPenn President’s Resignation
Two weeks ago, the president of the University of Pennsylvania resigned, in large part because major donors to the University harshly criticized her publicly, withdrew their donations, and encouraged others to do the same. Can you prevent an uprising at your nonprofit? How do you manage one if your nonprofit’s core values are at stake? Doug White has been studying ethics for decades and he returns to share what can be learned.
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Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.
Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.
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And 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 come down with. So Mathenia, if you weakened me with the idea that you missed this week’s show. Here’s our associate producer, Kate with what’s coming? Hey, Tony, this week, it’s lessons from the U Penn president’s resignation. Two weeks ago, the president of the University of Pennsylvania resigned in large part because major donors to the university harshly criticized her, publicly withdrew their donations and encouraged others to do the same. Can you prevent an uprising at your nonprofit? How do you manage? One of your nonprofits core values are at stake. Doug White has been studying ethics for decades and he returns to share what can be learned on Tony’s take two. I’m thinking about you were sponsored by donor box, outdated donation forms, blocking your supporters, generosity. This giving season donor box, the fast flexible and friendly fundraising platform for nonprofits donor box.org here is lessons from the U Penn President’s resignation. It’s a pleasure to welcome Doug White back to nonprofit radio. He returns as a longtime leader and scholar in our nation’s philanthropic community. He’s an author and advisor to nonprofits and philanthropists. One of his books, abusing donor intent, chronicling the historic lawsuit brought against Princeton University by the Children of Charles and Marie Robertson. We talked about that here and it’s Doug’s recent book that is the one that’s most relevant to today’s conversation to frame things. The president of the University of Pennsylvania was forced to resign by donors, faculty and politicians. Last weekend, she resigned four days after testifying before Congress about what constitutes anti-semitism at Penn. There had been calls for her resignation before her testimony, enormously, wealthy donors who had made 78 and nine figure gifts to Penn, withdrew their gifts and their support of President Elizabeth mcgill. The board chair resigned the same day. We want to examine the role of the donors in the forced resignation of the nonprofit’s president. What should you expect? How can you prepare, how do you manage a similar crisis? What lessons are there for you and your nonprofit where a major gift may be? 45 or six figures, Doug White. Thank you for coming back to nonprofit radio to talk about this and it’s good to be with you again. Tony really is, what’s uh what’s your take? Well, did I leave out anything uh essential to the, to the framing that, that, that uh that you think needs to be filled in or what’s your take on the, what we’ve seen over the past week? Well, I think everybody knows the major headlines of the past week, the three presidents of Penn, the University of Pennsylvania. I should say MIT and Harvard went to a committee in Congress to answer questions about their policies on free speech on campus. And as you, as we all know, many Congress people are upset with not only that testimony but also in general, what they think is going on in the campus world. And so the question became, what kind of policies do you have and what are you doing to, to change them if anything? And in a nutshell, the outcome was fairly negative for the presidents because they basically equivocated, they did not answer the questions directly. And that I think as you’re implying, created a groundswell of criticism and many people asked for the resignations of those three people as we’re speaking right now. And as you mentioned, uh the president of 10, uh her name is Elizabeth. Um mcgill resigned along with the, the president of the, the, the president of the board this past weekend. And just today, Harvard University affirmed their support or the board did uh their support of Claudine Gay. And I don’t believe that the mit president’s position is, is in any danger at this point. And as you’re also saying, a lot of that criticism is coming from politicians. Uh and um some of the constituencies at the universities and one of those constituencies and an important one is the donor base. And so the question I think that you’re asking is what, uh, what role the donors have played in all of this. So I think you’ve, you’ve set it up here, I don’t think there’s anything you missed, but it’s a, it’s a unique time in, I think the world of, of higher education and, and I think nonprofits generally, you know, any uh any uh it goes beyond the, the free speech conversation because a major donor at any nonprofit could be upset about any direction that they see or even maybe, you know, so granular to be a, a particular program or the, the administration of a particular program. So that, you know, it’s, it’s uh I, I it’s a conversation about how we manage our, our donors influence uh expectations uh so that we don’t end up in this kind of a crisis where, you know, maybe it doesn’t rise to calling for the, the CEO or executive director’s resignation, although it certainly could. But, you know, the influence generally that is uh you know, beyond what they’re, what they’re giving relates to. So, you know, the, these donors at uh the University of Pennsylvania, one of the, one of the uh so in one of the instigators uh is a uh is a, is an advisory board member to the uh to the Wharton School, which is the the Penn, you know, the Penn Business School now, you know, his giving and I’m, I’m, I’m gonna assume this, I think it’s safe, but at least for our conversation, I’d like to assume that, you know, his, his uh and he was the uh one of the nine figure donors. So we’re talking about $100 million or more gift, um probably doesn’t relate to free speech. It relates to programs at, at Penn. Um And he’s cons he expressed concern about the direction that he saw in the Business School. So it’s, yeah. So, so again, assuming beyond, it’s assuming that it’s beyond what they’re giving relates to what do we do when donors uh exercise influence? Well, uh you’re bringing up, I think this is the meat of the question. You’re bringing it, bringing it up. And for me, it, it’s almost i it’s really a fundamental question, the person you’re sp speaking about, I believe his name is Mark Rowan. He’s the uh either the head of or he was on the Wharton advisory board. Now, University of Pennsylvania, there’s a university and the business School is Wharton and Wharton has its own advisory board. They’re not a governing board, they’re an advisory board, but they’re very influential as many advisory boards are. Uh but at universities, it’s the governing board that is going to make a decision about whether the president is fired or hired. So he, he was not in a position to say, ok, I want her, I want her uh Elizabeth mcgill to be fired, but at least statutorily, but he did start a campaign that lasted for several, like several weeks actually saying that she’s got to go, she’s gotta go. And you’re right. He was one of the, I think it was 100 was it 100 million? That was 100 million dollar donor. Yeah. And he started to with withdraw that gift and encourage other major donors to do the same. The one of those major donors was John Huntsman who has a foundation out in, in Utah. He had, he’s a former governor and a former diplomat. Uh He was very upset. Uh Dick Wolf, the uh creator of the Show Law and Order. A graduate of U. Penn also said that he was upset. So Mark Roan, he uh the way I understand it, the people I’ve spoken with have said that he wrote to all of the trustees kind of like bombarding them on a daily basis saying she’s gotta go, she’s gotta go and she’s gotta go. Uh And this was well before the um the testimony on the fifth of December, it started the day after Haas attacked Israel. So he was very, very upset and to say that you’re gonna not give $100 million even to a place like Penn, that’s a big, that’s a big threat. And so Penn’s going to listen to it and I think where you were just heading a moment ago if I’m reading this correctly, is that, what kind of, what kind of influence should that kind of a donor have over this kind of a question at a place like Penn or any other university or any other charity? And my answer is complicated. One is we have to understand one of the highest levels of philanthropy is that a donor in the United States? Anyway, a donor has the right to give or not give to any organization he or she wishes. Uh That’s just a personal decision. Uh You can’t be, the person can’t be made to think that the gift has to be made or can’t or can’t be made. So it’s a personal decision. And in that context, uh Mr Rowan had every right to say you do not have access to my checkbook a if you do this. So I think that’s, that, that’s a guiding principle for me, Tony when it comes to philanthropy uh that said uh universities and many other charities. But right now we’re talking about universities here. They are in the, the spotlight when it comes to current affair, uh Current affairs. And it’s been a decades old um controversy where universities have been thought to be much more liberal than many conservatives would like to see them. And so the, the accusations have been that there have been conservatives who have not been able to make their speeches or people who have been invited, who are conservatives have been, uh, kept from speaking and, and that’s been, that’s been a, a mantra of the conservative voice in the United States. And quite frankly, uh, I, I see where that’s coming from. I do see where that’s coming from. So, what you’ve got here is the, the, these three presidents are saying, look, uh, we think what happened, what Hamas did was terrible. They all said that by the way, and then when asked more directly, uh whether you would uh condone that kind of speech on campus that says that, that says that Israel is basically uh en engaged in genocide. Uh should that be Condoned? Should that speech be Condoned? And they, they were, they were saying basically no. And the answer was supposed to be yes. Yeah. Well, they, they, they equivocated uh uh certainly uh Elizabeth mcgill did at Penn, but they were giving sort of legally le le legal scholarly answers uh to uh to a political panel that doesn’t, doesn’t engage in academics and, you know, uh and pedagogy uh nuance for that but, or new, right? Um But, you know, sort of, I was gonna, I was gonna say one other thing though, in terms of that, the legalese question, uh I don’t know if you’re old enough to remember this, but I am when Mike Dukakis ran for president back in 1988 he was asked a question at one of the debates about uh rape. And the question was framed about his wife being raped, which would really, in anybody’s reality, would the person would say? Of course, you know, Mike Dukakis relied on a very legalistic answer and there was no emotion in it. And I think the any lost points. I mean, the there was a moment in his campaign where it was not a highlight where he just didn’t say dolly, we gotta get the guy. This is what was missing last week with these presidents. They didn’t just say we got, we can’t have that. We have to con we have to condemn that kind of language. II, I wanna, I wanna focus on something that you said about the, the donors, you know, they, they have a right to give or not give where they would like to or, or, or not? So, does that bring things down to, you know, for our, for our listeners where major gifts are, like I had said, 456 figures. Um Do, does that bring it all down to the money talks? And you either accede to the wishes of the, the, the donor’s influence uh uh uh or, or you uh or you suffer the consequence? Well, this is what I was going to say earlier when I, what I said is kind of a complicated answer and I think you’re going into that second level of my, my answer there. What would have been my answer? Then, and that is that I would answer your question in a direct way to say no, they shouldn’t be exceeding all the time to a donor’s uh whims. Uh But I’d like to make a distinction between a donor that is given money uh with certain expectations and a person who is not given money and also the donor who is given without expectations, but who might be upset with the organization. So let me begin with the donor who’s, who’s made a gift with expectations. And that is an example of that. It would be the the Princeton gift where the donor was giving $35 million in 1961 to establish the graduate to endow the graduate program of what was then the Woodrow Wilson School of International Relations and the lawsuit that came about in the late early two thousands and went to the late two thousands that said that the school prison wasn’t doing what the donor wished. Um We won’t rehash that whole that whole scenario, but I will say this, that the case was one of saying I made you, I made this gift and you’re not following what we agreed upon. And in that case, I believe the, the university or the, the charity has an obligation to follow what it said it would do. I, I believe wholeheartedly that the, the university or the uh the charity needs to do what it said it was going to do. It’s in many states, it’s becoming uh there’s beginning to be some, some history, legal history on this. Uh and so many states are taking a closer look at it than they were back 25 years ago. But uh from a moral perspective, if nothing else, charities need to do that, it’s time for a break. Are you looking to maximize your fundraising efforts and impact this giving season? Donor Box’s online donation platform is designed to help you reach your fundraising goals from customizable donation forms to far-reaching easy share, crowd funding and peer to peer options. Plus seamless in-person giving with donor box live kiosk. Donor box makes giving simple and fast for your donors and moves the needle on your mission. Visit donor box.org and let donor box help you help others. Now back to lessons from the U Penn president’s resignation. That’s the one that we talked about on, on the show. When, when you uh abusing donor intent was published, the, just to distinguish that from uh what’s happening. Uh I think at the these universities, but we’re we’re broadening the conversation beyond them. Uh Donors are exerting influence beyond the likely beyond the terms of their, their gift, their gift and their gift agreements, and all the documentation. I I don’t, I, I’m, as I said earlier, I’m, I’m assuming that these donors uh Mark Rowan, uh Huntsman Ron Lauder was another one of the SD Lauder of Fortune um that, that they’re giving doesn’t relate to freedom of speech on the campus or, or conversations about anti-semitism. So I know, I know, I know you have three different um examples that you wanna talk through. Just, I just want to distinguish that the, the Robertson case was around the terms of their specific gift. That’s correct. And that’s why that’s in that one category, but you’re bringing into the other, in the current situation, this other category where the donors aren’t really supporting that as an issue, they’re not giving in response to this issue. In fact, I believe, and I don’t have it in front of me, but Ross, excuse me, uh Mark Roans gift was to establish a uh a financial uh kind of institute was Wharton. And so, yes, it had nothing to do with the, the free speech question. But when you get to the question that is at hand at this university uh at Penn and Harvard and mit, you’re talking about a fundamental purpose behind the organization’s existence. Uh And so any donor who is giving for whatever other reason has the likelihood to have an opinion about the university’s uh position on this rather fundamental question. Um The, the free speech question. And so you’re right, they, they, they, they’re giving their, their philanthropy over the years hasn’t had anything to do with, with uh I’m sorry about this, my dog in the background. I have a dog in the back of that. We’re family friendly nonprofit. We’ve had babies, dog, dogs. Your, your dog is relatively quiet compared to some. Yeah. Well, it says when somebody walks in the yard or something. Uh, but no, you’re right. It has nothing to do with the, the issue at hand. So, does this donor, should this donor have any sway in the university’s, uh, examination of this fairly large and fundamental question? I believe that these donors have gone further than what they should. I don’t believe that quite frankly, I, I, I believe in the sanctity of a university and what it does in terms of fulfilling its, its core obligations and one of its core obligations is to provide a what a uh an environment on campus that allows people to feel like they can express themselves and at the same time feeling comfortable doing it, not only expressing themselves but hearing other people express themselves and that tension as we have seen develop over these last decades. But I think it’s really coming to a head right now that tension is not going to be resolved one way or the other. The best that can happen is that it gets managed in my view and the managing of that isn’t up to a donor, it’s up to the administration of the university. So I do feel even though I said earlier, this is why it’s kind of complicated, even though the donor should not feel an obligation to make a gift or not make a gift. It’s up to him or her. It’s a personal decision. But at the same time, I feel that donors need to have a higher regard than what I’m seeing right now for how the university would deal with these questions on its own, rather than having a donor take, take a shot at this. And I feel the same way about politicians, by the way, uh uh free speech being a, as you said, a fundamental value of a university and, and in other nonprofits, uh they all have fundamental values, whether it’s uh valuing might be free speech, valuing people. Um uh a commitment to uh diversity and equity and inclusion, um Commitment, maybe to their environmental impact, reducing that, you know, whatever, whatever their core values are, we all all nonprofits have them. So, so you know how to manage the instance where donors start to exert influence over the, over the, the management of your, your core reasons for being and, and is there a way to prevent a donor from overreaching? I’m, I’m uh I, I, I’m not, I can’t envision one, but I’m interested in your opinion. And so is there a way to, to safeguard ourselves from the kind of crisis that these three nonprofits are finding themselves in? Many organizations have gift acceptance policies. And my thinking is this, that this issue needs to be part of that process. I sometimes ask organizations if they have a separate in addition to the gift acceptance policy, a separate policy for ethics. And I would put this question into that ethics category, whether it’s part of the gift acceptance policy or whether it’s in its own policy that they address this, because there are a lot of other issues where donors can be a problem uh in the, in the development of uh of, of the fundraising process. And uh last week I spoke in Indianapolis about donors who became problems. I would use Harvey Weinstein and, and Bill Cosby as examples of that. Um But here, we’re not talking about that kind of a problem. We’re talking about a problem where a donor is going to exert some influence. So I think it’s up to the uh charity to anticipate that there could be issues that donors have problems with at that charity. We’ll just use pen as an example or the three that spoke last week as an example and say, look, uh we have our core fundamental values. We don’t, we don’t claim to have all of the answers, but it is part of who we are as an organization to address this question as best we can. And there’s going to be tension over time and we expect you to permit us to deal with that tension without interference. And, and, and what, and I’m talking about the donor who’s made the gift so far, the, the guy who says, look, I gave you $10 million and now you’re doing something that I don’t like and I, I’m gonna kind of raise my voice in opposition and that voice has, has, has purchased because of that $10 million. And what the chair is saying before that all happens is saying you don’t have, you don’t have the authority and you’re making that gift knowing that fact that charities so far are, would be very reluctant to do that. They, they’d say, well, why would we want to create an enemy before we get started? I get that. But my, my concern is you don’t have any, you don’t have any real argument once this is all played out and you haven’t established that as a part of the ground rules, then you don’t have any real ability to say, look, we have this, we have this uh quest in uh within our own world here and you’re not part of that argument. Uh At least in terms of what you’ve given us. So my, my suggestion is for charities to look at this, this, this is a tremendously important learning moment for the charities to say, what can we do to prevent? Not so much the different, the, the, the, the problem that comes on campus here or whatever problem that comes with any charity because you can’t, you can’t know. Uh but you can put donors on notice saying we are who we are and your money is going to change our, our fundamental values. All Right. Let, let’s, uh, hypothesize the, the, um, forward looking charity that, that has, uh, an ethics statement that accompanies the, their gift acceptance policy and the donor has signed the, the ethics statement that they, they agree and it says that they will abide by it and something gets under their skin and they just ignore the agreement and do exactly what, um, Mr Rowan did at, at, at Penn and they pull their own, they pull their own donation and they start to encourage other major donors to do the same. Where, where are we just, we’re, we’re, we have an ethics policy that the donors signed on to. That doesn’t, doesn’t feel very uh reassuring in the face of losing a, a, a major donor who’s encouraging others, other major donors to go with him or her. Well, that, that was another part of this, by the way, I’ll get to the substance of the response and I don’t mean to delay it, but, but I do have to interrupt you, I’ll hold your feet to the fire, the academician. I, I do believe that, that, that campaign really to a daily campaign uh to dus the trustees at Penn was low handed. I, I don’t think that was a very, very highhanded uh maneuver on his part and that’s a little bit connected to some frustrations I have with some of high net worth individuals who think that because of that net worth, they have kind of an ability or an, an intelligence or an experience that they really don’t have. Uh, and they’re just shoving it, uh, into somebody else’s, uh, some charity world, I guess that comes with having the ego that it takes to make $100 million. So, you know, that’s not me. But, uh, make, make even more because you have 100 million that you can give away. Well, exactly. He’s got billions, I’m sure. Uh, but getting back to your question, uh, you’re right. The, the, uh, it’s only a piece of paper and it’s not a legal commitment or anything of that nature but what it does, uh, and it, it doesn’t solve all the problems. I will, uh, I will grant you that, Tony. And I think the listeners have to know that there is, I don’t have the, the magic bullet, but what it would do is tell the donor that you thought about this. In fact, I think it’s actually a cultivation tool because if you tell donors that you thought about this, you’re also telling them that you’re an intelligent caring, uh, thoughtful, charitable, charitable organization. And that, uh, as a result, your money is going to be well stewarded once it gets to us. But that’s just the way I look at it at the end of the day. You’re right. It is just a piece of paper and at the end of the day, the donor doesn’t have to abide by it at all. And he, and he makes the fuss just like, as has happened at Penn and Harvard too, by the way, we’re focusing on Penn, probably because MS mcgill did resign. But, you know, the, the Harvard problem was as severe. There were many, many, many donors who, uh said she should resign. So it’s not just that, but that paper, you’re right, that it’s not going to say it’s not gonna stop anything if the donor is really bent on making sure that uh a a resignation takes place. But it would allow, I believe the charity to say, look, uh we, we have thought this through, we, we think this through with our, in our world of philanthropy and we, we not only care about it but we respect our donors so much. We wanna, we wanna share this thinking with them. So there’s a, there is a high ground there in doing that even if the donor doesn’t really respect it. In the end, you have a book on nonprofit ethics. One of one of your earlier ones before I, before I knew you, you uh you were publishing. Uh and so we haven’t, we didn’t talk about that one on the nonprofit radio, but you, you published a book on nonprofit ethics. Yes, it was called The Nonprofit Challenge back in 20 gosh, 2010, 2011, something like that. And I looked at what was going on at uh the Red Cross after 911 and they had this, they had accepted a lot of gifts after 911 a a on 911 and shortly after, um, and, you know, the Red Cross its job is to take care of people who are victims of, of tragedy like hurricanes and, and fires and things like that. And I don’t wanna sound too brutal here, but there weren’t a lot of living victims after 911. And so the world of the Red Cross is, uh, it, it wasn’t the right fit if you will. They, you know, they got a lot of money but they couldn’t put it to what they would traditionally use it for that kind of a situation. Everybody gave money that I know of anyway, everybody tried to give blood. It was a, as a moment of, of national importance. And so of course, you’d want to go to the Red Cross and give, but they didn’t have enough places to put the money. So they, they put it elsewhere and a huge case came up afterwards, uh, because they had established a trust and, and, and the money didn’t go to the victims and the people who gave the money wanted them to go to the victims. So the question was, uh, not that anybody was stealing the money but, uh, ethically, what should the, what should the Red Cross have done? They have since changed their, their policy there. I, I think what the Red Cross is a great organization. Uh And that they, this handled that at the time is part of growing. I think uh we’ve never had a 911 before. The outpouring was huge. But that was just one example in, in the book on ethics. But the question there was how, how could we look at our ourselves? I think of, I think of charities, I think of the charitable sector, Tony as the ethical sector of our society. We oftentimes talk about ourselves as being the third sector of the business and government being the other two. So we’re the third sector. But I also think we’re the the ethical sector. We don’t have political pressures, don’t stop laughing. I understand there’s lots of politics that uh places like Penn and other charities. And we also don’t have the same uh need to make money for shareholders as as is true in the for profit world. And so we have a cleaner runway to look at ethical questions. And I’ve taken a lot of time these last several decades now examining the role far play in society and their, their ethical uh motive behind what they, what they need to be doing. And so uh yes, I feel like this what you had just asked about a moment ago in terms of a uh or what I mentioned a moment ago about the uh the, the ethics document or the, the agreement that the charity would have with the donor uh And if the donor doesn’t really abide by that, what happens? I think at least the charity would have the, the moral high ground to say we have thought this through. We have talked about it with the donor and we can’t, we can’t make the donor do one thing or the other at this point. But we can say that we’ve talked about it. And by the way, even at that point, if you take that down the road as you just did a moment ago, and the daughter is making a fuss, uh, the, the charity would still say, we, we respect the donor. We, we understand where he’s coming from or she’s coming from. This is not a us against him kind of a thing. But it’s a matter of saying, ok, here’s a, here’s a, a problem that has developed and we’re dealing with it the best way we can. And we can only hope that our donor sees that fact and tries to not use his or her uh financial ability to, to sway us in making decisions about our core, our core purposes. It’s time for Tony’s take two. Thank you, Kate. It’s December giving. I know how critical it is for you. I’m thinking about you. I’m on your side. I know I said a couple of weeks ago, but I wanna tell you again, if you do your best, then you can stand proud on January 1st knowing that there’s nothing more you could have done. I’m thinking about you this, these last few weeks of December. I’m with you. I’m with you. Do the best you can. That’s Tony’s take two Kate. Happy holidays and Happy New Year. Everyone. We’ve got VU but loads more time. So let’s go back to lessons from the U Penn president’s resignation with Doug White. The other dimension is that the, that, that donor is hurting the very beneficiaries that the nonprofit exists to help. In the, in the case of the universities, it’s, it’s students and, and faculty. Uh in the case of an animal shelter, it’s the uh it’s the animals that are housed in a, you know, in a no kill shelter. Uh in the case of a food bank, it’s the, it’s the folks who come in twice a week to fill grocery baskets and, you know, maybe come for lunches. Uh It’s, it’s, it’s, it’s, it’s not only a question of surrendering the core values, but it’s a, it becomes an issue of being uh detrimental to the people we exist or, or the people or entities. What? However, I mean, some charities exist to help the environment, what whatever we’re about to help donor, major donors pulling their gifts hurts the, the, the cause that we’re, we, we exist for what you’re pointing out right now is something I was listening for or looking for among the people at Harvard and Penn and MIT. And that is to say you may disagree with this, but by withholding your support, you’re really, you’re really hurting the entirety of our organization. You’re, you’re hurting what you want to see us do and you’ve already given us support to do what we’re doing. And so clearly, you think that we’re doing that correctly. And so if you’re going to take a position on this other issue and we all agree, it’s important, nobody’s trying to say it’s not important. But if you do hold your money back because of that, then what you are interested in is less likely to be successful. And so you’re really, really taking away a lot of what we can do that you want to have happen. So the argument can be brought back to the donors saying you’re hurting yourself by doing this, you’re hurting your own interests by doing this. And, and I think there’s an argument there and III, I haven’t heard that from any of these. I don’t know if they have been talking about this internally in among the board members or among their staffs or whatever. I haven’t heard that, but you’re right. They are hurting themselves. The donors are hurting their own interests when they, when they take that position, see, it would be one thing if the donor, if, if we’ll just use Mark, since we Mark Rowan, since we, we’ve talked about him, he could write an editorial in the New York Times or the Philadelphia paper or the student paper saying how much he opposes this, which is his right and quite frankly his obligation if he feels that way. Uh, but that would be a separate activity from withholding his money. Now that, that was not, that was not sufficient for him. The, the coverage I read said that he did have an op ed in the, the pen newspaper. Ok. Well, I’m not surprised and I thank you for telling me that I didn’t know, uh, that doesn’t surprise me and, and clearly, you’re right, it wasn’t sufficient for him. Uh, but this, this tug of war, you know, we, we a lot of time we talk about conflict. This is what another thing I wrote about in the, the book that you just referenced the ethics. You know, it’s not a question of avoiding conflict or, or, or making sure gets resolved to everyone’s satisfaction that doesn’t happen in real life. What does happen in real life among people who are, who are care about a resolution is that we, we understand this tension. And I think the free speech question is probably the per the perfect example of this and that is we’re not going to solve this. This is one thing that both sides don’t, I don’t feel, I don’t see it anyway, understand. And that is that there should be this one solution where everybody’s gonna understand the rules and with free speech, if I say, uh Hamas is a terrible group because look at what they did and they are, and I will say that they are terrible. But then uh if someone who supports the Palestinian cause and has, has taken a look at what’s been going on there for the last several decades, lifetimes. Uh uh They, they can say, look, you know, Israel is a bad actor in this whole thing. Both of those things can be true. Both of those sentiments could be within one person. And what I think the the university’s goal is to tell people that that’s what it is an ethical decision. When we talk about an ethical dilemma. The reason we use the word dilemma is because there’s no black and white answer. There’s no clarity to, there’s no clean way to get from where we are at a dilemma to where everybody’s happy. And oftentimes there is no way at all. So you see him manage it. You say, look, this is going to come up and it’s gonna come up and it’s gonna come up and we’re not going to come up with a rule that says, uh this is the way it’s going to be all the time when a conservative person comes, comes to, to, to campus, we’re not gonna say he, he, he can always say what he wants to and the same is true for a liberal person or what whatever the, the argument might be, what we’ve got to do is say, look, we understand there, there are conflicting viewpoints here and where, where the, where I do believe the president’s got it right. They said it’s context, uh, this is just the worst place to say this, but it was context dependent and at least defen the person who was doing the grilling at that point in Congress was saying, are you kidding me? And quite frankly, she had the, she had the hearts of, of America when she said that and I me to it, I, I think, you know, I have differences with this fact but they couldn’t say uh no, this was wrong. They, we would condemn this on, on campus. So, but the policy itself is true that you have to take a look at, at the context of what’s going on in this. And if you’re really saying, look, we’re going to make you feel unsafe you Israelites because you guys have been beaten down the Palestinians for the last 5075 years. Um Then, then that’s wrong because you can’t make anybody else. You can’t threaten anybody else. Uh In my view, you can say, I, I support the Palestinians. You can’t say, I believe you can’t say that. And I believe that’s what the presidents of these universities were saying. And, but they were also saying that the, the, the Israelis have a position too. And what, what, what fuels this conversation right now is the atrocities that Hamas committed against the Israelis that that, that is, you, you, you know, one of the steps that I’ve created when it comes to ethical decision making because everybody thinks it’s, you know, kind of squishy. And, you know, I, I know ethics because my mama told me what’s ethical or, I know it’s in my gut. That’s what a lot of people think. But when you’re trying to deal with someone else who has a different mama or has a different gut, uh, you’ve got to have some common, some common language or, or you don’t go anywhere. And so, you know, you’ve got to say, look, uh, you’re gonna be uncomfortable. We’re not gonna try to take away the discomfort of being on campus. We’re not gonna try to take away the discomfort of hearing something. You really, really, really don’t like. That’s where I think colleges have gotten it wrong. This question of saying we’re gonna make everybody comfortable. So everybody’s happy all the time. That’s a recipe for disaster. And, and my, and my feeling is that, uh, you know, as long as you, uh don’t threaten anyone or imply that there’s a threat to anybody individually and physically that you’re taking a position on policy, then then anybody should be able to speak and people who are, and you, you’ve seen this a lot more where a conservative comes and the liberals kind of shout them down. I think on campus, the shouting down thing, you shout me down, you’re out of here. I mean, you don’t have a right to be in the room if you’re gonna shout something. Well, that goes right. And that, of course, and then that goes to the, the core values again, you know, what, each nonprofit supporting its own core values, what, what it stands for, uh, even in the face of, you know, uh potentially losing major, major support. Uh I wanna look at another dimension of this, that the uh these three university presidents are, are all women and at least at Penn, that’s the one we know the most detail about all the major donors are men. Uh So I don’t, I don’t know that that’s true at, at the other two universities. But, but again, I want, you know, I want to take it out of the university context. Do you think there’s a, there, there’s, there’s a gender bias here that it’s, it’s a bunch of, uh uh I is, it is a bunch of rich men picking on a bunch of uh uh female CEO S I, I can’t believe you’re bringing this up because this is the conversation I had with my wife a few days ago. Uh and she brought that to my attention and I’m thinking first of all that, the Ivy League has seven out of its eight pres uh eight presidents as women, which is, I think an astonishing thing given the history of the uh schools and astonishing and a good thing uh Dartmouth just got its new president, a woman for the first time this past fall. And so I’m thinking this is, this is great. I’m not looking for a woman necessarily. That’s not how I look at. No, but, but let’s deal with. This is a good thing to deal with the, this, the, the what, what seems to me to be AAA gender, a gender overreaching? Yes. And iii I think the answer. OK, so I will answer your question. I think yes, I think that’s a factor. Uh And uh but I don’t think it’s i it’s, it’s meant I don’t think that the donors at Penn have said we want to get this woman out of there. Now, there have been some donors at both Penn and Harvard. I think I was reading the other day about Harvard and Claudine. Gay people were against her even before she was, she was there. And one of the, I think was Bill Ackman, a lot of the financiers who supports Harvard who said that uh when you limit your choices to a woman of color, then you’re taking a lot of people off the table and that was wrong as a process and, and he, he can believe that and people would think he’s right. Uh It’s not a fact, it’s an opinion. So I don’t think you’re taking a lot off the table. You might be taking a lot off the table, but you’re leaving a lot on too. So I don’t think that was a really accurate. I don’t believe that was an accurate criticism but was there a gender bias in here? Um All of these women, all of these presidents are women? All the then all of the critic, criticizers were uh men uh at least the the most vocal but there were some women I know at Harvard who were on staff who, who felt uncomfortable with Claudia Gaines gays leadership. Uh But you can’t, you can’t ignore it, can you? I mean, you bring it up. My wife brought it up. I don’t think it’s something you could ignore. Uh And I think it should be part of the conversation. If I were a reporter, I would go to some of these really, really wealthy people and ask that question. Now, they might deny it, but I would like to hear them, deny it because I do, I, I, I’d like to hear their, their answers to that also final dimension that uh I’d like to bring up because we just have a couple of minutes left. Board support seems to be key here. Uh I at Penn, the board support eroded for uh Doctor Elizabeth mcgill uh at uh Harvard, as you said, just yesterday or today, today, the, the Harvard board has said we are behind president gay board support. Uh So I know knowing your board members that you, you’re not gonna be able to anticipate how they’re gonna react in, in the event of uh of a crisis. But knowing them having their support overall, it seems to be a, a distinguishing factor here. One of the points that was made in the news articles that I read about Elizabeth mcgill, who being fairly new was that she didn’t have time to create uh relationships uh really deep relationships with individual board members uh to your comment a moment ago. Yes, board support is crucial. Uh In fact, I mean, just, I’m sure your listeners know this, but just to get this on the, on the table, the board is the president’s boss. And so the board hires and it fires the president. Uh she, she kept the board from having to fire her by resigning. But, um, it could have been different at Harvard because she wasn’t going to resign and they could have fired her. Uh, but the board is crucial and, but what not the waters a bit here is that many of your major donors are also on the board. So you have, you have that going on that was going on at Penn too. But the board, the board really, the job of the board is to set, not only a strategic direction but also a philosophical direction for the organization and the president is meant to be the executor of the, of that philosophy. And so when, when you see a, uh uh uh a, a president who went out these three did or to Congress, they are saying what they are carrying forth the values of the university. That’s another, I’m so glad you brought this up because that’s another, quite, quite frankly, another big issue for me. The board did not have Elizabeth mcgill’s back. In fact, it was the opposite. Um and it was the opposite for a long time. It had been building up. Hamas was uh the, the, the, the, the testimony was just the last straw. But that said they, they, each of these women, each of these presidents were doing what they both, they all agreed to with their boards. And so the board walking away at that moment, uh I felt was, was unfortunate for those people. They, they need the support of the board. If I, if I were on the board and I really disagreed with what they said before Congress, I would say, let’s take this behind closed doors. I would not have done what they did know your board, know your board members. I think, I think that’s another takeaway. All right. Doug, you wanna, you wanna, you wanna uh give us a uh closing closing statement? I feel so strongly about charitable organizations. Sometimes people don’t realize that places like Harvard are charities and they’re so, so wealthy, but they are legally speaking, they’re in the same place in the IRS code as the local uh food shelter. Uh And, and so, uh I think we, we look at charities and say uh there are organizations that will do the work that neither government nor business does or no for profits do. And so we are so fortunate to have them and we need, and they need our support. They do not live uh solely on their earned income. And what I mean by that is uh in the case of the university uh tuitions, they need uh they need philanthropic support and it just so happens that the United States has many, many uh good philanthropists, I mean, by philanthropists, people who just give any amount of money that, that support to charity is crucial. And what I would hate to see is that this issue as big as it is take away the philanthropic support these organizations get and, and I do want to make a point here, Harvard Penn and mit all those organizations represented in Congress are all what we would call very wealthy organizations that is to say they have, they have big endowments, but that said they still need their annual support. We I can’t go into now as to why that is. But I can, I can say for a fact that each of those people legitimately, each of those organizations legitimately need uh philanthropic support in addition to their, their endowment, they do great work for society. And I would, I would really not want to see this situation as important as it is as fundamental as it is to these organizations that would not like to see this situation overtake our spirit of philanthropy to these three or any other party in the United States or any others. Those are, you know, the, all our listeners know the value of small gifts, annual gifts, major gifts, foundation support. We didn’t even talk about the institutional support. It didn’t, didn’t really doesn’t seem to have applied here, planned gifts, recurring the monthly. They, they’re all important and I hope this has helped folks to put some thought around how you might uh manage a AAA crisis like this, how you might help prevent a crisis like this. Doug Thank you very much for sharing your, your wisdom. Well, Tony, I appreciate your taking the time to have this uh conversation on this particular topic. It’s very emotional for many people. It’s emotional for me. I think of it as being fundamental to what we do. You and I and so many thousands of others across the country all to promote uh what I think is our ethical sector, Doug White author and advisor to nonprofits and philanthropists. You’ll find him at Doug white.net. Thank you again, Doug, my pleasure. Next week. No show. It’s Christmas the week after. No show. It’s New Year’s. We’ll be back the second week in January for our 2024 outlook with our smart contributors, Amy Sample Ward and Gene Takagi. If you missed any part of this week’s show, I beseech you find it at Tony martignetti.com. If you celebrate Christmas, I hope you have a great one. I hope you have a fun time, wonderful time with family and friends. Happy New Year. Of course, wishing you the best in the early weeks of 2024. And we will be back in the uh in the second week. I hope you enjoy your time off time. Well deserved. And Kate Merry Christmas, I’ll be seeing you in person for Christmas Week. So see you soon. See you soon were sponsored by donor box, outdated donation forms blocking your supporters, generosity. This giving season donor box, the fast flexible and friendly fundraising platform for nonprofits donor box.org. Our creative producer is Claire Meyerhoff. I’m your associate producer, Kate Martinetti. The show social media is by Susan Chavez. Mark Silverman is our web guide and this music is by Scott Stein. Thank you for that affirmation. Scotty be with us in a couple of weeks for nonprofit radio. Big nonprofit ideas for those other 95% go out and be great. Happy New Year.