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[00:00:27.68] spk_0:
This is Sam Liebowitz, the line producer for tony-martignetti non profit radio, and I have a message for you from tony this show to its pre recorded today. When I recorded it, the 2020 non profit technology conference was going ahead. Not surprisingly, it’s been cancelled, no less grateful to Cougar Mountain software for sponsoring non profit radio at the conference. So I’m going ahead with Tony’s Take two. I thank you for your understanding. I hope you’re well and safe and taking care of those close to

[00:00:49.14] spk_2:
you. Hello and welcome to tony-martignetti non profit radio. Big non profit ideas for the other 95%.

[00:01:26.61] spk_1:
I’m your aptly named host. Oh, I’m glad you’re with me. You’d get slapped with a diagnosis of metastasize, a phobia if you missed our seventh show in the Innovators. Siri’s your organization’s health At zero the end of prostate cancer, they have a culture grounded in high responsibility. Hi freedom, transparency, accountability, curiosity and adaptability and Maur. There are non profit times, 50 based best places to work. Jamie Burst is zeros CEO

[00:01:33.34] spk_2:
on tony Stick to 20 and T. C were sponsored by

[00:01:34.00] spk_1:
wegner-C.P.As guiding you beyond the numbers wegner-C.P.As dot com.

[00:01:39.02] spk_2:
But Cougar Mountain Software Denali Fund

[00:01:41.34] spk_1:
is there. Complete accounting solution made for nonprofits. Tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day

[00:01:48.12] spk_2:
trial and by turned to communications,

[00:01:50.95] spk_1:
PR and content for nonprofits, your story is their mission. Turn hyphen to dot CEO.

[00:01:58.94] spk_2:
It’s a real pleasure

[00:02:29.30] spk_1:
to welcome Jamie Burst to the show. He is CEO of Zero the End of Prostate Cancer. Over 15 years, he’s held nearly every job there, and they’ve raised about $100 million for the cause. Zero has six consecutive years as a non profit times. 50 Best places to work. Jamie has been a congressman’s press secretary, a reporter and editor, a radio deejay and a movie theatre projectionist. He writes comedy as a hobby. Zero is at zero. Cancer dot or GE, and he is at Jamie Bearse Bursts. Welcome. Welcome

[00:02:36.66] spk_2:
to the show, Jamie Bars

[00:02:38.74] spk_5:
I tony thing for having

[00:02:39.70] spk_2:
me on. It’s my pleasure.

[00:02:43.72] spk_5:
Quite a bit of research that many years back before you uh uh, get being a projectionist.

[00:02:52.31] spk_2:
Uh, yeah, way Have always saying on

[00:02:52.93] spk_1:
this show that I need an intern. Whenever I make a mistake, I say I need an intern to blame to blame for that mistake. But

[00:02:59.36] spk_2:
yeah, we don’t We don’t actually have

[00:03:03.77] spk_1:
interns. This is All of this is all either uncovered or, uh, somebody at zero. Give it to us.

[00:03:08.04] spk_6:
I

[00:03:08.10] spk_2:
mean, I don’t know who’s the US. We might talk about us. Me? Um, so So you’re doing some innovative things at

[00:03:16.23] spk_1:
zero. The way you define the culture with the culture of there is based on and the way it’s it’s service oriented. Um, we’re gonna get into all that. We get the full hour together. Obviously. The place to start, though, is acquaint us with. We’re gonna be talking a lot about what goes on at zero of as employees. What is zeros work?

[00:04:57.51] spk_5:
Sure. Our mission is right there in our name. Um, hear the end of prostate cancer. We’re being too and prostitutes or by advancing research, improving the lives of men and families and inspiring action And how that breaks down that we fight to increase prostate cancer research funding. Uh, we inspire action among men and families through a run walk series that we have that 47 cities across the country from L. A to New York to Minneapolis, to Miami and all points in between. And we have ah ah, quite a Amiri out of programs in order to be able to help like Krusty Cancer. And uh, at the top of that list that I’m most proud of is this program called 0 360 that we step in to have a patient navigator palpitation for free, doing comprehensive work on their behalf to being able to reduce financial distress. But a patient goes through while battling cancer research shows that nearly half its about 40% actually of cancer patients and quitting their treatment altogether because of financial issues. So we step in and help pave the way so they can get better and have a happy, healthy life with that, with their family going forward.

[00:05:01.95] spk_1:
And I presume there’s some kind of lobbying that you’re doing is well, for, ah, awareness among our our leaders.

[00:05:48.14] spk_5:
That’s right. We do advocacy work. I just just concluded our annual zero prosecutes or summit down in Washington, D. C. Where we had advocates from all of the country actually coming in from 40 states, and, uh, we send them to Capitol Hill to fight for, to protect an increase prostate cancer research funding. Onda, um, interesting side Good here is that not a lot of people know this, but the Department of Defense, please, is a significant role in the war on cancer. Um, like I said not. Not many people know that, but what they do. And there’s a program called the Prostate Cancer Research Program within the Department of Defense that has done some pretty significant breakthroughs and prostate cancer treatment screening,

[00:05:54.68] spk_2:
even

[00:06:18.15] spk_5:
for new treatments for prostate cancer in the last eight and 1/2 years. And, uh, you, uh, screening tool that is able to identify if you have an indolent to mark or an aggressive one. That’s really our, um, our advocates work over the years, and coming out to this summit has really paid off in a big way to be able to helped three million American

[00:06:22.71] spk_1:
those recent breakthroughs that you just described. They came from the department defense.

[00:06:49.45] spk_5:
It was funded by the Department of Defense. They go out to institutions around the country from places like Johns Hopkins, MD. Anderson Um, University of California, San Francisco. Institutions like that do you do the work, but the funding is geared toward being able to rush brilliant ideas from the science bench to the patient’s bedside is rapidly and constantly as possible.

[00:07:11.74] spk_1:
Okay, um, and you’re right. That 40% figure is startling that 40% of men end their treatments for prostate cancer for financial reasons that that’s that’s I don’t know, it’s upsetting. It’s annoying. It’s frustrating on its Shouldn’t be, uh, she’s

[00:07:15.73] spk_2:
okay. Um, how many employees

[00:07:18.30] spk_1:
at AA zero?

[00:07:21.35] spk_5:
Right now we have 32

[00:07:23.64] spk_2:
including victory

[00:07:24.60] spk_5:
and the year somewhere closer to 40. 39. 30 38 39 please.

[00:07:38.64] spk_1:
Oh, are you You’re gonna be close to 40 body into this year. Okay, that’s that’s pretty substantial growth for a 32 person organization. And, uh, on that includes virtual employees, right?

[00:08:11.50] spk_5:
That’s right. Yeah. We have employees all around the country. I would say about half of half an employee there in the Washington D C area. Uh, and then we have chapter directors that are scattered around the country. Several in California. I’m outside of Boston. Uh, yes, Chapter director and Texas in Minneapolis. And another one in New Jersey. And, um, another one in l. A.

[00:08:15.27] spk_2:
Okay, so you you have virtual over. Well, is on site. Okay, well, I bring that out

[00:08:38.03] spk_1:
because I think that has implications for a lot of what we’re gonna be talking about. The core values. I mean, how do you have you instill those in virtual employees who don’t have whoever who don’t have the benefit of on site on dure high touch? And that’s, you know, that can be isolating. So hopefully we’ll get a little into what? What your work is to make sure that that doesn’t become the case. The reality for the for the folks who are virtual

[00:08:51.04] spk_2:
yes. So, you know, we want to get into some of

[00:08:53.91] spk_1:
the details of the culture. We just have Jamie. We have about a minute or so before our first break. Okay, I’ll let you know when they’re coming up. So, um, you want to just talk a little about just briefly and just sort of tease it and we’ll get into Maura lot a lot more about being like, um hi. Responsibility and high freedom,

[00:10:14.88] spk_5:
I’m sure. Absolutely. Um are our culture is what sets us apart in order to be able thio make ending prosecutor a culture driven passion. If you Will and, um, in Global will break that down. Um, as we talked throughout the hour. But what it comes down to having the right values that everybody shares across the organization. It’s, um, committing thio, um, five aspects on how we over communicate with each other in order to be able to drive clarity. Um, and it comes down Thio, as you just said, Hi. Hi. Responsibility and high for Gemma’s bringing people into the organization that have a high level of, ah, off, uh, self regulated self management, um, that have high responsibility. And when individuals with the high level of responsibility. Um, I’m sorry. Individuals with a high level of responsibility are entitled Thio High level of freedom. And we’ll we’ll dive into that too.

[00:11:22.58] spk_1:
Yeah, we absolutely Well, all right. We got to take this break about 30 seconds wegner-C.P.As so that your 9 90 gets filed on time wegner-C.P.As so that your audit is finished on time so that you get the advice of an experienced partner who you know, just on the show. But last week, you two and ah, and the firm experience as well, with a nationwide non profit practice with thousands of audits under their belt so that your financial needs are not only covered but well covered, and you get the benefit of lots of their vast experience around nonprofits. Wegner-C.P.As dot com The place to start your due diligence as you’re exploring the possibility of new work for help with the 90 or audit. Okay, um, now let’s go back to your organization’s health. Jamie burst CEO at

[00:11:24.40] spk_2:
zero. Um what? What does this mean,

[00:11:28.83] spk_1:
20 to be high responsibility,

[00:11:54.01] spk_5:
I’m sure I actually have my gift. Thio steer back to, um make him actually make the case for organizational health there. There’s a lot of, uh, organizations out there that believe if you’re the you’re the smartest organization out there, then you’ll be successful. Um, and I don’t necessarily believe that that is true. I think that

[00:11:54.80] spk_2:
that that

[00:14:59.64] spk_5:
helps. Ah, but it really starts with having a healthy organization, an organization where folks within it are our, um are honest with each other in a way that they embrace vulnerability based on trust, and, uh, we can get into exactly what that means. But what it kind of looks like is that it means that it’s okay to say that I made a mistake, or you’re better at this than I am. Or, um, I messed this up, but, uh, next time I’m gonna do even even better than when you have that vulnerability. Been trust with one another, you’re able to engage in healthy conflict, and conflict happens. Ah, in any relationship, any organization. But I tell you how you handle that conflict in a way that you’re you have confidence of communication, that you get what you want while preserving the relationship that you have in a way that’s acceptable for everyone who’s involved. And, um, that looks like, um, understanding if I think that when it comes to conflict, people are either either one of the other, either people are bulls in China, shops or people are conflict of waiters. Now there’s some people who are also kind of ambidextrous without depending on the situation. Sometimes they’re bulls in China shops, and sometimes they’re just avoid complex altogether. But understanding your colleagues and what their appetite is for conflict and how they handle it and engaging in healthy conflict, where you really hear each other out in a healthy manner allows you to drive to commitment together on DDE. That looks like, um, excuse me, That looks like, um asking clarifying questions of like, Okay, you know what? I’m What I hear you saying is X y Z, and that gives a chance for the other person. Thio change that. Clarify that, or confirm. Confirm that that that’s, um that’s what everybody’s saying. That that way we’d have a good, clear understanding of what decisions are being committed to what goals are being committed to. And when that happens, it sets up an atmosphere for a peer to peer accountability in which, you know, something doesn’t go the way that we’ve committed to doing something. It opens the door to asking questions and getting really curious about like Okay, what I thought we committed to was X y z, But what happened was a b. C. Um, you know what happened or what changed along the way and being able t o get an understanding of how things fell apart. And if, um, if maybe, um that that accountability looks like, um seeing, uh, your kind truth, which is, you know, being able to give somebody feedback in a way where you care personally but challenged them directly

[00:15:05.46] spk_2:
on.

[00:15:11.64] spk_5:
And, um, that that comes down to saying that you acknowledge, um, how much they care about the cause and how much they care about their relationship.

[00:15:17.93] spk_1:
Yeah,

[00:15:38.64] spk_5:
I want to do and I mean job, but also challenges them directly on improving. But when you have all that working together, the trust, uh, healthy conflict, that commitment, the peer to peer accountability that really wipes away a lot of the B s that can happen in organizations, the water cooler talk that goes on. And then you can really just roll up your sleeves and get to work and focus on results.

[00:15:44.52] spk_2:
Yeah. Jamie, where do these

[00:15:45.98] spk_1:
ideas come from? You kind truth and over communicating vulnerability based trust. What’s the genesis of these ideas?

[00:16:11.24] spk_5:
They come from different places, but But I really loved what isn’t Is an author out there, uh, by the name of Patrick Ngoni, who put out a book a few years back called The Advantage by organizational. Health trumps everything else in business, and he talks a lot about vulnerability. Based trust is having healthy conflicts. So some of it comes from there, and then

[00:16:18.18] spk_2:
some of

[00:16:34.64] spk_5:
it, uh, sort of picked up along the way and really puzzled puzzle piece this together. And some of the ideas come from, uh, Silicon Valley and Netflix in the amazing growth that they’ve had through the years. Um, and then from her mother,

[00:16:37.34] spk_2:
Okay. From other

[00:16:38.27] spk_5:
places just picked up along the way.

[00:16:40.24] spk_2:
One of the things I don’t

[00:16:41.08] spk_1:
know about you.

[00:16:41.71] spk_2:
Are you the founder of Zero?

[00:16:59.16] spk_5:
I’m not actually, I The organization started in 1996. I came on in 2002 as, uh uh, doing communications. And, uh, we did really well. And that CEO at the time, And I think a couple of years later came to me and said, Hey, you know, there’s a lot of transferable skills on, um, getting media placement, Thio getting people toe donate to the organization. So,

[00:17:09.53] spk_2:
yeah, come

[00:17:10.74] spk_5:
through and responsibility from there,

[00:17:12.37] spk_1:
right? All right. I know. I know. You progress through lots of different responsibilities. Um,

[00:17:17.97] spk_2:
okay. What? What does um, what is high freedom? Translate to

[00:17:23.69] spk_5:
Hi, freedom. High responsibility have freedom. Uh,

[00:17:26.55] spk_2:
you know

[00:18:21.44] spk_5:
that if you’re, um if you’re getting your job done, if you’re hitting all of your goals and you’re behaving with three values that we sent off across the organization and ex selling on all of it. Then year entitled to having high freedom. Which means, um, we don’t track personal time off. Believe in, uh, have being able to establish work life balance by taking the time that you need Thio? Uh, yes, Teoh, go to the doctor’s office, take a vacation. Um, you get your car fixed. Whatever it takes in orderto have that work life balance because if you again going back to the high responsibility part, those who are highly responsible are not going to abuse the system because they constantly want to stay on top of They’re they’re game stand off of their job and the tasks that they have to do and really excel it.

[00:18:26.18] spk_1:
Yeah, yes,

[00:19:06.24] spk_5:
when that happens and we don’t need to micromanage And, um, it also but also ties into, um, being able to give, um direct in the moment can to feed back another way that were much different from other organizations. But do you like end of the year reviews? Instead, we thought with with giving feedback in the moment, Why wait? It’s almost, you know, Why? Why wait, uh, nine or 10 months to the end of the year just to talk about some of the things that you could have corrected. And in the winter of spring, you hear the feedback now and corrected.

[00:19:07.11] spk_2:
So that means, like, as

[00:19:08.09] spk_1:
a project is ongoing, you know, there’s a justice is constant of feedback loop, as as something goes well or goes badly.

[00:19:17.32] spk_5:
Yeah, way.

[00:19:24.84] spk_2:
Just look down. Just I’m What does this look

[00:19:25.48] spk_1:
like? I’m trying to drill down. So people get a sense of what the what the work patterns are and communications patterns?

[00:19:33.04] spk_5:
Uh, yeah. The constant feedback loop is, uh, mostly around or three values that we have and that’s being humble, hungry and smart.

[00:19:40.84] spk_1:
Yes, you’re a J HHS.

[00:21:02.94] spk_5:
That’s right. Right? You got it. Humble breaks down into, um, it’s very it’s very straightforward. It’s putting team accomplishments in front of your own. You go hungry means that you’re driving for success. You’re looking for that? I’m next opportunity. Um, you’re good with stepping in outside of your, um your job description or your area of expertise to be able to help others across the organization and smart as a little nuanced. It’s It has a lot to do with, um, emotional intelligence rather than book smarts. And that comes down Thio being being attentive listener and understanding how you’re behavior in your actions affect others across the organization. So ah, lot of the feedback happens around those values. They believe that everybody’s gonna make this cake, but, um, everybody’s gonna fail and hopefully we fail fast. We learn from those mistakes and, uh, way we strive for for success. But it really starts with having those three values lived by all the time and being able to get feedback on how you’re impacting others through two or three values. Um, is what set this up for? For that success?

[00:21:32.11] spk_1:
Yeah, HHS humble, hungry and smart, I thought of health and Human Service is, but I know it’s not that on Dino. It’s not humanities and Health Service’s either. That was something that I think of the Carnegie Mellon University, but I was flashing back. But so So there’s a lot of communication around these three. Like, this is the Those are the three, um, sort of bedrocks of feedback. Is that right?

[00:22:05.43] spk_5:
Uh, yes, because again, if we were behaving in a way that humble, hungry and smart Everything else falls into place. Uh, after that, it really goes back to you know, if you’ve made a mistake or you’re not, um, you don’t, don’t you? Ah, you know, cast the right way. Um, you know, those things happen. It’s inevitable, human. But But if you’re your behavior is in a way, what say that, um example

[00:22:07.00] spk_1:
stories, air. Good. If you can think of something, that’s

[00:22:56.58] spk_5:
a good one. Um, sure. Um so if if, um if I’m being humble and hungry. But I’m not, um, sort of lack that emotional intelligence in a way that I don’t. But to really understand fully how my actions are, the things I say, uh, fall on other people and how that how it makes them feel or motivates them. Then I sort of turn into an accidental mess maker like I’m driven and want to succeed. You hungry? I’m humble and putting a put the team first. But if I don’t understand how my actions are affecting others and not inspiring them, that I’m going around an organization and making messes all over the place rather than really understanding how You know, my words or actions are falling on others.

[00:23:01.54] spk_1:
I’m getting nervous that I could never survive it. Zero? I

[00:23:05.00] spk_2:
don’t know. I would want to. I certainly would strive

[00:23:06.75] spk_1:
to. I’m not by any means putting down what? Your what? Your Ah, the way you work. I’m just not I don’t

[00:23:13.00] spk_2:
know. I hope I hope I would It would be something like that.

[00:23:15.15] spk_1:
Out of that I inspired too. But I’m not sure that I would

[00:23:18.44] spk_5:
touch people all the time. It’s not. It’s not an issue of Ah, you know, if you if you fall off in one way or you’re not being, you know, if you’re missing one of these, uh, out of HHS, uh, we caught you along,

[00:23:33.09] spk_2:
okay.

[00:23:41.04] spk_5:
And help you help you get there and being well rounded. Tell me when. Yeah, if you refused to be, embrace the values of our culture.

[00:23:43.53] spk_2:
Yeah, Dad. And

[00:23:44.62] spk_5:
then it’s done. That’s when it’s time. Just part ways.

[00:23:47.34] spk_1:
Somebody says this is gonna

[00:24:29.99] spk_5:
fire anybody or part ways with anybody because of the mystical or hey, we’re all pulling together for certain budget number or a certain number of patients helped, you know, There are outside factors that have have an impact on that. No. Why should anybody get punished? A replica reprimanded for outside forces that impact our ability to drive to a goal. It’s only internally and really self managing yourself around these values. Its what you can control. And if you’re open and willing to be coached, we’ll get you there.

[00:24:30.75] spk_1:
Okay. Maybe I’d have a shot. Uh, keep my

[00:24:33.42] spk_2:
eye before

[00:24:36.61] spk_5:
that. He’s going back. Um hey. Started 18 years ago. I’m not sure the organization were higher. Uh,

[00:24:45.52] spk_1:
that’s true for a lot of us. Uh, I’m not sure I’m qualified for some of the jobs I used to hold, but

[00:24:51.13] spk_2:
I’m not. I’m not sure I’d want

[00:25:15.02] spk_1:
them anymore, either. I think about I think about the dysfunction that I used to survives in some places and, uh, okay. Plus, I was in the Air Force, had five years. Ah, Whiteman Air Force Base in the Air Force. And, um, there’s not a lot of at least then I didn’t see a lot of emotional intelligence. Um, in any case. Okay, well, I’m gratified to know I’d have a shot. I’d have a mentor. I’d have some help

[00:25:20.20] spk_2:
this has I have lots of questions, but this has implications

[00:25:22.98] spk_1:
for obviously, you’re sort of you’re alluding to it

[00:25:28.17] spk_2:
toe higher for hiring. How do you screen

[00:25:29.01] spk_1:
for someone who was gonna embrace HHS?

[00:25:33.04] spk_5:
Yeah, that’s a great question.

[00:25:34.72] spk_2:
It’s

[00:25:44.54] spk_5:
funny. Would be, uh stop. Say this in the two parts one is, uh we have, ah, a lengthy interview process where we, uh, make sure that, uh, more quite half the organization, but I would say, get 8 to 10 people across the organization, end up meeting the candidate to get to know them.

[00:25:55.54] spk_2:
I’m not

[00:26:12.51] spk_5:
sure that that somebody, especially the potential direct report of this person, spent some face time outside of the conference room of the the office where we typically would have interviews to just get out and grab a cup of coffee or whatever. Just you see what they’re like outside of the office to really get to get to know them.

[00:26:16.55] spk_2:
Yeah.

[00:26:36.94] spk_5:
And then, uh, we’ll get through the interview process, its funding. It always seems to fall on me when it gets to the later stages of the interview process. Thio, ask all these really quirky questions that I don’t think anybody’s ever done before. And I ask things like, um, tell me. Tell me about, um you know, what would your friends of your colleagues say? It’s most annoying about you.

[00:26:41.45] spk_1:
Oh, jeez. I killed myself. That would be

[00:26:51.64] spk_2:
I don’t mean I killed I killed the interview, and I don’t mean I don’t mean I’d kill it. I mean, I’d kill my chance if I started talking about what my friends think of me. Oh, my God. Yeah. What your friends say, Oh, my God,

[00:26:56.38] spk_5:
About you.

[00:27:05.28] spk_1:
Yeah, well, he he does stand up comedy, you know? But I don’t. He’s berating a little bit. I don’t know. He worries about commas in e mails.

[00:27:09.54] spk_5:
I did that.

[00:27:15.93] spk_1:
Yeah. What would my friend said? What would you have that I’m kind of? I’m just tinkering around the edges.

[00:27:16.84] spk_2:
That’s a great question. What would my I think you know what I think my friend would say. I think he’s a He’s a loyal guy. Like he’s the guy who puts people together all the time. He’s always drawing. It’s a guy who always creates the Air Force for Union and the high school reunion and the the law School reunion. You know, this is the guy. I think he’s always putting us together, even through all the years when we had kids

[00:27:36.04] spk_1:
and because I don’t have kids. So when people have kids and they couldn’t make the reunions, I would still keep in touch, would send pictures to the people who couldn’t

[00:27:43.52] spk_2:
come. I would I would say they probably would say, I’m like the connector. I’m the people The guy who, like brings through the decades

[00:27:50.71] spk_1:
has been bringing people together. I think that’s what they would say.

[00:27:55.63] spk_2:
That is, that is, I know I

[00:27:57.81] spk_1:
was focusing on the comes in the e mails I was being Hearst to myself. I was being humble, was trying to embrace you. Humility.

[00:28:05.19] spk_2:
But that’s cool. I don’t have another turn

[00:28:06.61] spk_5:
it around and say, What kind of people do you find less knowing,

[00:28:11.04] spk_2:
uh, people who don’t

[00:28:28.03] spk_1:
treat people with respect? You know, just that could be ah ah, and in consideration on the subway. Or it could be harsh words, or it could be just I think of unkindness. I mean, it’s unkind to leave food in the office refrigerator for too long. Um,

[00:28:33.08] spk_2:
you know people who don’t treat others with respect

[00:28:35.05] spk_1:
those people, those people. Really? Yes. Because

[00:28:38.59] spk_2:
sanadi

[00:28:39.04] spk_5:
handle it.

[00:28:40.78] spk_2:
Um, on the extreme, I

[00:28:49.33] spk_1:
will, uh, this is on the far side. I will. I will not deal with them as much. I will. I will keep a distance because it could be infectious. And I don’t want to be infected that way. But for every other part of the spectrum,

[00:29:06.04] spk_2:
um, I try. I try to coach I mean, you know, but it’s Yeah. I try to help Andi. I certainly

[00:29:12.83] spk_1:
am acting the way this is turning into. You’re not charging me 300 bucks an hour for this. Are you starting it starting into a therapy session?

[00:29:24.50] spk_2:
No, I tried toe way around. Usually. Don’t let people do this. You’re an anarchist. No, but I’ll follow. I’ll finish

[00:29:25.65] spk_1:
the thought since I started. You asked.

[00:29:27.73] spk_2:
I try to act

[00:29:28.61] spk_1:
in the way. I’m always acting in the way that I would like to be to be acted upon or, you know,

[00:29:42.02] spk_2:
treated the way I like. I treat others the way I like to be treated. So certainly by setting an example. But for a lot of people, that the example isn’t enough. Um, so it’s those ones in the middle that don’t that don’t learn

[00:29:53.92] spk_1:
from me by example of others that you have to sort of sit down and, you know, and that that could be difficult. How am I doing?

[00:30:55.34] spk_5:
You know how great I mean, the reason for those three questions is it, uh, drives to one of those values that I just talked about because, uh, smart We’re having that emotional intelligence that you understand. You have a good understanding of what what your weaknesses are and how people view you. Almost. I wouldn’t say at your worst, but like, you know what’s most annoying about you. At least you have understanding of how you behave and interact with other people and have that we see how that basic understanding and then know how you can rub people the wrong way. And then it also tells me of, um, you’re aware of what kinds of of of people sort of rub you the wrong way and how you sort of Copa that are managed. That and, uh, you know, if it was a real interview, I might choke down a little bit more on that You know how. How would you treat those kinds of people that I know you’re the most when you come across them? If if you were working out there So it’s sticking

[00:30:56.03] spk_2:
a gun

[00:31:01.67] spk_5:
on my quirky questions. Gonna come in a way of trying to get an understanding. Do we? Do we have a humble, hungry, smart person coming in the door?

[00:31:05.07] spk_1:
Yeah,

[00:31:11.52] spk_5:
right off the bat. Because we know that they’re gonna be a rock star in their time If if if they’ve already got it figured out.

[00:31:46.54] spk_1:
Yeah. Yeah. All right. We got to take another break, Jamie. Hang on. Cook, Amount and software. Their accounting product, Denali, is built for non profits from the ground up so that you get an application that supports the way you work that has the features that you need and the exemplary support you’ve heard me talk about That understands you and how you work. They have a free 60 day trial. It’s on the listener landing page at tony-dot-M.A.-slash-Pursuant. Now, time for Tony’s Take

[00:31:48.88] spk_2:
two. 20 ntc. The 2020 non profit technology conference coming up.

[00:33:25.40] spk_1:
Um Mmm mmm. Mmm. Mmm. March 24 25 26 in Baltimore. Maryland non profit radio is going to be there on the exhibit floor. We are sponsored there by Cougar Mountain Software as well. So we’re gonna be sharing an oversized booth, a double booth. I’ll be doing tons of interviews, as I you’ve heard me say through the years. I think this is the fifth year I’ve brought this show to the non profit technology conference. I know that we the interviews are not a TTE. This stage, because we’re pre recorded today are not quite are not booked yet. But I know we’re gonna get 30 or more last year with 34 36 interviews in two and 1/2 days, all from smart, smart people who are doing sessions at the non profit technology conference, and I’m there to get picked their brains for your benefit. And then that helps them as well, because they get to be heard by 13,000 people over 13,000 instead of just the 50 or 70 or 100 that came to their. Their session at the conference so worked out quite well, very grateful to be sponsored by Cougar Mountain software there. If you’re going, come see us boots 3 16 and 3 18 is where we’re gonna be and you’ll be hearing a lot more about 20 NTC on. I’ve got a video on it at tony-martignetti dot com, and that is tony. Take two. Now, let’s go back to your organization’s health. My guest is Jamie Bursts, CEO of Zero. The end of prostate cancer. Um, are Jimmy? Um, so

[00:33:28.37] spk_2:
that was interesting. Like I said, I usually don’t

[00:33:30.78] spk_1:
love Guess. I know I stopped short of those kinds of introspective questions that I have to answer, but

[00:33:36.68] spk_2:
I feel like I was having sort of a Dick Cavett moment. You know, you don’t think you know Dick Cavett?

[00:33:42.35] spk_5:
Yeah, of course

[00:33:43.01] spk_2:
he’s watching

[00:33:43.98] spk_5:
him on HBO.

[00:33:45.11] spk_2:
Yeah,

[00:33:45.54] spk_5:
I think that kid going talking about baseball or history, whatever.

[00:33:49.94] spk_2:
He used to really open up. And, uh, he would talk

[00:33:53.07] spk_1:
about himself. Not as much as he would give the guests time, but

[00:33:56.95] spk_2:
he didn’t shy away

[00:33:59.29] spk_1:
from personal questions, and I always admired that him. I’ve been studying him on YouTube because some of the old stuff from the seventies is is clipped on YouTube.

[00:34:14.76] spk_2:
So I feel like I was a kind of a Dick Cavett move it. So thank you. Okay,

[00:34:15.02] spk_5:
well, hopefully we had ah revelation for you, I think. What? What happened

[00:34:19.17] spk_2:
there? Uh,

[00:35:00.80] spk_5:
you’re talking about asking those kinds of questions and probing to see if you have the values that we’re looking for. Brings it back to what I was saying earlier about vulnerability based trust because it’s not just the admitting your mistakes and weaknesses, but it’s about opening up and sharing something about yourself, Uh, that you typically wouldn’t And, um, that vulnerability based trust it’s really the glue to relationships, if you can. You sort of let your guard down and talk about, um, you know, talk, talk about you know what’s going on your head or what’s going on in your heart on your life. You typically wouldn’t share in a normal work environment that helps forge a stronger bond,

[00:35:07.33] spk_2:
absolutely within

[00:35:08.57] spk_5:
our colleagues at zero. And when

[00:35:11.04] spk_2:
we’ve got

[00:35:20.61] spk_5:
that the strong bond happening through vulnerability based trust, then it makes it really makes all the other things that happened in an organization. Like I said before the conflict stuff, um, it makes it easier to overcome.

[00:35:27.94] spk_1:
Yeah, I can absolutely, absolutely see that. See what you called vulnerability based trust. I just think of his trust. But maybe I’m thinking of it more on the friend side, You know, you’re applying it to a professional environment. But, you know, I think of the relationships I have with my friends. I mean, I

[00:35:44.09] spk_2:
open up to them, I trust them, and I become vulnerable. And they become vulnerable to me

[00:36:07.13] spk_1:
as they tell me things about their kids, their husbands, wives. That’s the, uh, again, I’m through something of it on a friendship level, and I would just call that trust. You’re You’re in a professional environment. They have to be some boundaries. Uh, so I can I see. But I like I said, I mean, I just think that is trust among friends, so I can

[00:36:12.34] spk_2:
see. And I could see how that

[00:36:17.85] spk_1:
would help you transcend other problems in the workplace.

[00:36:52.91] spk_5:
Yeah, that’s right. I mean, um, you know, having building trust is it’s really a key with loved ones. Thio building a strong relationship. So but why should it be any different with your colleagues? I think a big part of that trusted to be vulnerable and owning up to your mistakes. You know, holding up, asking for help and talking about your talking about your experiences and sort of a two degree your innermost thoughts. Because if you do this, then you feel sort of that deeper trust within the they work with every day and now

[00:36:57.88] spk_2:
s so you’re transcending. You’re transcending

[00:37:30.26] spk_1:
the average work relationship by exponentially. The average work relationship is a bunch of people who put together they don’t get the opportunity to meet each other before they’re hired. The way yours you’re describing, At least you have a better chance because because there’s so much exposure in the hiring process and I do want to get back to the hiring process to we’ll get there. That’s my job. But s o a bunch of people put together and then they have to coexist 8 10 hours a day. But

[00:37:30.46] spk_2:
they never really get to know each other. You know, they have lunches occasionally, and they have drinks. But it is There’s not really that they’re not really

[00:37:47.64] spk_1:
becoming vulnerable to each other in the environments that I’ve worked in and what I’ve consulted. I mean, I don’t see that I don’t see this level of trust among employees. It’s just a bunch of people foisted on each other, and they’re sort of treading water, doing the best they can in relationship building.

[00:37:58.73] spk_5:
Um, yeah, I’ve seen that and just about every workplace that I’ve ever been. And uh, besides uh, besides where I’m at,

[00:38:07.09] spk_2:
besides Iraq, Yeah, I

[00:38:37.93] spk_5:
agree with that way. Do our best to make time for that way encouraged. That happened during the matter, of course, of the of the work that goes on within zero. But then, you know, for example, way. Try to reinforce that on a weekly staff meeting that we have many, many staff meetings intending. Organizations are dull and they’re boring, and people will sit down and read off a bunch of numbers or a bunch of metrics. Key performance indicators and self people’s eyes bleed, and

[00:38:41.14] spk_2:
they

[00:39:05.42] spk_5:
taking notes, get hand cramps, and they would rather be anywhere else. But sitting around the conference from table listening to all that stuff. So instead, we we take time in our staff meetings to sort of build up team members a bit. It’s sort of a time Thio to come together, and sometimes we’ll go around the room with the question of Of getting to know each other more of Like what? Um, you know how many siblings do you have? And you know, where do you fall on that? That order or something that’s a little bit more difficult to answer? Like, um, something that was a big mistake that you made at work last year. How did that affect you out of that changing?

[00:39:18.68] spk_1:
Yeah,

[00:39:41.88] spk_5:
that way it’s sort of open people up, Thio being able to have that to be vulnerable and courageous and a little bit in some ways, Thio speak up. And that would strengthen the bonds with for their colleagues. And then, um, it also makes them more approachable

[00:39:42.84] spk_2:
to

[00:39:44.76] spk_5:
when you can be vulnerable.

[00:39:46.04] spk_2:
I’m guessing you

[00:39:50.10] spk_1:
you have. Ah, I’m guessing you have a low turnover rate, Long employees. D’oh!

[00:40:07.31] spk_5:
Yeah, we D’oh! If you look at just the leadership team, um, see, how many years of experience, including if you could mind with the, um 40 46 years across five people. So I’ve been with your English over 18 and then I have Ah, our chief development officer is, But I’ve worked with her for 10 years.

[00:40:13.78] spk_2:
Are key

[00:40:26.81] spk_5:
of events for 10 years, are our senior vice president of marketing communications For six and 1/2 years and a new person to the team has been, uh, any personal leadership team.

[00:40:49.60] spk_1:
Okay, but those first couple you cited, you know, 10 years, eight years, those there, especially for a chief development officer. You said 10 years for the vice president of development. That’s a That’s a long that. You’re Yeah, Well, you’ve earned it. You’ve earned it. That’s a long tenure. Um, I got to get back to the more, uh, more mechanicals. Although the philosophy is really, really stimulating. Um,

[00:40:59.75] spk_2:
let’s go back to the hiring. What’s what’s the next steps?

[00:41:02.23] spk_1:
Ah, the potential candidate or candidates? A couple have met lots of people throughout the organization. How do you come together and make your decision?

[00:42:20.78] spk_5:
Um, uh, we use the humble, hungry, smart framework on how we talk about people, Not not exclusively. But of course, like many other places, we’ll talk about the skill sets that are involved. Um, we could talk about things like, Oh, this person. They really know how to get razors agile. You know, this person had great demonstrated experience at their past job or she raised, you know, x amount of dollars and Stuart of along, you know, x number of donors or whatever. Uh, but by and large, we keep coming back to the framework of what did you think of not come across as being, you know, humble? Or today you really get an understanding of, um, now that they’re gonna be an attentive listener, how do you think that there are their personality will sort of match up with others who are gonna be on this team. And, uh, and if everybody’s sort of, you know, largely in an agreement that that that that the persons home hungry, smart and has a good background to them and demonstrated experience do the job way, pull the trigger and bring them on board?

[00:42:36.43] spk_1:
Do you, as CEO, have ah, right of veto or you’re just You’re just a member of the team, the way equal to everyone else in these kinds of conversations. Decision, order.

[00:42:59.20] spk_5:
If I tell people that I don’t tell people, I don’t tell vice presidents or other team leaders across the organization who they have to hire, But I do step in and tell them who they should not hire. Like if you know, somebody candidate ends up. Um I am talking with them in a red flag. It’s raised that, uh I don’t I don’t think that they’re that they have all three values for us. Thio work

[00:43:03.37] spk_2:
with to

[00:43:05.40] spk_5:
be able to without dedicating a significant amount of time to get them there. But I think a person’s gonna be

[00:43:13.89] spk_2:
okay. Because because you

[00:43:15.81] spk_1:
do meet individual, you meet individually with every candidate, right?

[00:43:20.24] spk_5:
Yeah. Eventually.

[00:43:22.90] spk_2:
Right? Right. Okay. God, you have the

[00:43:29.84] spk_5:
key to the culture of being being able to bring in just the right people who work, you know, if it succeeds.

[00:44:03.47] spk_1:
Alright, Jamie, I’ve got to take our last break turn to communications their former journalists so that you get help building relationships with journalists so that your call gets answered when there’s news that you need to be on top of so that you stay relevant, including they are former journalist at the Chronicle of Philanthropy. So they understand the work that you are doing and the community you’re working in, they are at turn hyphen to dot ceo, and I want

[00:44:03.95] spk_2:
to say that the live love

[00:44:04.91] spk_1:
um We’re pre recorded today as I mentioned, so I don’t can’t shut you out by city and state, as I would like to, but, uh,

[00:44:11.75] spk_2:
you know,

[00:44:12.04] spk_1:
you are If you’re listening to the live stream Friday one

[00:44:16.85] spk_2:
o’clock Eastern time, then the love goes out

[00:45:12.11] spk_1:
to you Live. Love, live. Listen, love. Thank you. I’m grateful that you are listening to our live stream and the podcast Pleasantries toe are over 13,000 listeners. However, we fit into your life of your binging at the end of the month. Or if you’re more consistent pleasantries to the podcast audience, I’m grateful that you are with us as well. Thank you so much. We got butt loads more time for your organization’s health, and Jamie burst burst by the way you spelled b e a r s e So looks like Hearst, but with a B. So if you’re looking for him on Twitter, it’s at Jamie Bursts, which is hearse with a B. Um, we were Sometimes I take these brakes and messes me up way. We’re still talking about the hiring, whether you get a veto or no. Okay, so, um, they’re hiring. Process anything more you want to add about that the hiring before we before we move on,

[00:45:14.96] spk_5:
I think we covered it.

[00:45:15.90] spk_2:
Okay, in sufficient detail for people to get get a flavour

[00:45:23.02] spk_1:
of what it’s how this how this works, Um, you know, sort of mechanically and and in the details.

[00:45:27.42] spk_2:
What about evaluation?

[00:45:28.55] spk_1:
You already said You don’t have your end evaluations or maybe you do. But I guess they take on West less weight because there’s there’s there’s routine feedback. Is there a formal evaluation process? How does that work?

[00:46:30.06] spk_5:
Another reason. A formal evaluation process, because we just believe in in AA real time feedback, Asai said. Before it’s, uh, feedback largely comes in, uh, you know, the form of ah, the framework of, ah, being humble, hungry, smart of you asking, getting curious and asking questions of Okay, What? How you manage this project or what you communicated Thio. You know, this person or this donor? Um, I didn’t see that as being very humble. Tell me about that. And, um, you know, here’s here’s how, uh, like, shared in away from my own experiences of where maybe I wasn’t humble and, um, how how I would have handled it differently and, uh, try to give them some coaching and mentoring so they do it different next time around.

[00:46:32.64] spk_1:
Do you meet with every staff member individually?

[00:46:39.60] spk_5:
Uh, Thio give feedback like

[00:46:41.96] spk_2:
that? Yeah,

[00:47:07.76] spk_5:
sometimes. But I’m not always the one in there. Um uh, Scott, everybody on the our leadership team also, you know, living values and being able to coach and mentor others across the organization that, you know, they’re they’re responsible for the staff that were on their teams, but you were necessary. I’m I’m I’m always willing to step in and help catch them alone.

[00:47:14.76] spk_2:
Okay? Okay. Um, I want to go back to high freedom. Does that

[00:47:32.23] spk_1:
include in dealing with the men and the families that you’re working with? Like in terms of problem solving? If there’s a difficulty with the organization or something to do, our staff members empowered to take action or you know, or is it is it? I think I know the answer, but I want to ask it this way. Or is it more bureaucratic? You know the way Ah, typical organization would have to go through Ah, making an exception.

[00:48:35.95] spk_5:
Uh, no. Uh, it also know a centrist bureaucratic It, um it applies to their work out in the field and working with patients and families who have been impacted by this. Um, it goes thio being able to be, um, highly aligned, but sort of but highly aligned but being empowered to take independent action when were highly aligned and understand. Um, the values are highly aligned and understanding what’s most important right now for the organization or what our goals are and every different situation than you have the behind over freedom in order to be able to act autonomously on behalf of the organization. Thio, get the job done. Don’t believe in micro managing by any stretch of the imagination?

[00:48:40.10] spk_1:
No,

[00:50:20.34] spk_5:
it does to our managing others within the organization. Um, I was try to coach them. Uh, sometimes they get you end up in a way that they have a certain vision for their team. Are they have a certain way that they wanna see something that we’re working on get executed. But I will tell them that you know, if you can get people 80% of the way there on executing on your vision, and that’s a massive win That’s huge. Went because they bought in to what your what your vision is, how you’re telling it to them, their understanding, how you’re how you’re communicating to them, and that’s terrific. But if you try to push beyond trying to get from 80% of them, executing on your vision to 100% that really starts to take on a life of micromanaging, exhausting work for you. And eventually that staff member of that team, team members is gonna get resentful and not trusted that they can go out. And, you know, we make their own decisions that we try to, like, pull it way back. Good, solid clarity of like what the goals are, how we be good goals on. You know what the mission is, how he behaves, what’s most important right now. What are our most important goals in any given time frame? If we have good clarity around that sort of step back and let people, um can’t manage themselves and strive to tea, leaves the mission and hit our goals without being micromanaged, that’s Ah, that’s another element of hi freedom.

[00:50:34.06] spk_1:
Interesting. Interesting to hear you see that marginal 20% as being counterproductive in the Marshall. 20% meeting expectations. You’re saying 80% instead of 100 becomes counter could become counterproductive.

[00:50:37.60] spk_5:
Yeah, you’re,

[00:50:38.19] spk_2:
uh

[00:50:39.08] spk_5:
you know, a company that’s making widgets. You’re looking at spreadsheets and things like that of like, Okay, our best radio return is like when we’re selling this many witches. But if we sell like too many, then our return on investment starts to drop off their He’s got diminishing returns. It’s what they call it and

[00:50:54.91] spk_2:
that you’re

[00:50:55.46] spk_5:
in a company that’s making widgets. So yeah, I would say that that’s, um that’s sort of the cut off for us. Uh, you know, we’re talking about organizational health

[00:51:05.65] spk_2:
here.

[00:51:13.42] spk_5:
You’re trying to really get them thio be 100% for for your vision than just gonna set you up for failure Way.

[00:51:19.16] spk_1:
Just have, like, four minutes or so left.

[00:51:21.21] spk_2:
Let’s let’s talk a little about your virtual employees. What do you

[00:51:25.18] spk_1:
do? Dio ensure that the’s er that HHS is instilled in nam and that they’re getting the feedback that everyone who’s ah on site is getting on and make them feel part of the team. What do you do for the virtual folks?

[00:52:33.10] spk_5:
Sure. Well, one is that we have, ah, weekly staff meeting that everybody gets on video so we all can see each other and communicate with each other while we’re doing some team building through that. A zay were talking earlier that one of the things that we do in staff meeting is it’s such a small thing, but it’s so empowering. So we take not even five minutes of staff meeting. We do something that’s called hashtag. You’re proud and through that, every every staff meeting that we have, there’s three people on staff. Go and then the next week, another three people will go, But each person calls out somebody else across the organization for living our values until a story about you know why they think that person is being humble home. We’re smart and it’s really empowering, and it draws people in no matter you know where they are. You know, whether their offices in yeah, Sacramento or where I am in Boston and

[00:52:34.88] spk_2:
we’re

[00:53:46.06] spk_5:
all points in between. A couple of other things that we do is there’s a tool that’s out there now. That sort of market is for internal communication is a slack, and it sort of Ah, people haven’t heard about it. It sort of a cross between Google chat Facebook A little bit for no internal communications divided up by channel. And you got to put you in certain little fun things in there. Like you get these, uh, a little energies and thumbs up smiley faces for different messages that you put in a different channels that better there. So we make it sort of, um, interactive in that way. Uh, that’s just happens to be, you know, where the world going with social media. So we kind of embrace that, and that helped draw people together. And the byproduct is also it takes all of this internal communication off emails focus externally, focus your email externally without it getting all clocked up with all of these internal messages that people get TC on. Yeah, at nauseam. So that’s just one of the tools in Red Show way. Help build that strong team cohesion. No matter where people are across the organization. And, uh, a few others. But I know that we’re pressed for time, but you know what? One other.

[00:53:51.08] spk_2:
Yeah, go ahead. One other thing that

[00:53:52.28] spk_5:
I would say is that

[00:53:53.17] spk_2:
my door is

[00:54:03.09] spk_5:
always open. I held, um, office hours every day for anybody that wants the common and chat things out of how they can be more feel more connected to others in the

[00:54:17.04] spk_1:
That’s a great That’s a great tactic. Office hours every day. Open office, right? Yeah. Yeah. All right. We could still have a couple

[00:54:25.94] spk_2:
minutes, right? Yes. Get Yeah, we have a couple minutes left. Um, let’s, uh you mentioned

[00:54:27.79] spk_1:
before over communication did we did really talk about that. And we just didn’t label what we were talking about in the at the time over communicating.

[00:54:36.36] spk_5:
Sure. We could talk about that. It’s It’s, um it’s critical. Um, I also got, um, not from

[00:54:44.12] spk_1:
so we didn’t We didn’t do that. Okay, let’s we got about two minutes. You go ahead.

[00:56:34.43] spk_5:
Sure. That also comes from the the advantage by Patrick Ngoni and actually didn’t, uh, people sometimes don’t hear your message until they hear it for the seventh time. And, um, I don’t think I really realized that until the seven time that I read that book. Yeah. What it means is that sometimes leaders are or the chief reminding officer and reminding people about, um of of the values of reminding people about the mission to reminding people what’s most important right now. So t over communicate that in different ways, whether that’s putting it a male or a black message or by phone or video, face to face or by video they’re having heard the same message in multiple platforms helps it to sink in in a way that people really understand it. Um, I also said before about you know, that commitment of asking, clarifying questions like, Okay, what I hear you saying is this is that what I’m hearing and that gives people a chance to clarify it and get what’s being said straightened out? And we also have a role, a swell, that John silence dissent, meaning, you know, for having for having a meeting and talking about all these things on. I’ll say like, Okay, we good to move on. And, um, not everybody speaks up and says Yes, yeah, I’m good, Yeah, no concerns for me. Um, then we treat it like descent because that way it allows people to commit thio a decision that’s being made and it sort of invites them like Okay, you know, if you’re not speaking up. Done. You know what, Um, what’s on your mind with you bothering you?

[00:56:41.13] spk_1:
What’s holding you back? Okay, Silences, descent. All right, All right. Jamie Burst. We gotta leave it there. I really enjoyed this. Thank you. Thank you very much.

[00:56:45.98] spk_5:
Thanks for having me. I really appreciate it.

[00:56:58.20] spk_1:
My pleasure. Jamie Bursts, CEO of zero. The end of prostate cancer. Zero is at zero cancer dot or GE and he’s at Jamie Bursts. There’s excellent. Thank you. Zero proud hashtags are proud. Uh, next week, build your grantmakers relationships, which is the panel that I hosted back when there was a foundation center. Of course, now they’re merged with guidestar. But when there was the foundation center, I hosted a panel there, and we’ll hear it next week. If you missed any part of today’s show, I beseech you, find it on tony-martignetti dot com were sponsored by wegner-C.P.As guiding you beyond the numbers wegner-C.P.As dot com

[00:57:26.47] spk_2:
Bye, Cougar Mountain Software

[00:57:45.33] spk_1:
Denali Fund. Is there complete accounting solution made for nonprofits tony-dot-M.A.-slash-Pursuant mountain for a free 60 day trial. And by turned to communications, PR and content for nonprofits. Your story is their mission. Turn hyphen to dot CEO. Ah, creative producer is Claire Meyerhoff. Sam Lee Woods is the line producer.

[00:58:28.78] spk_4:
There’s the music shows. Social Media is by Susan Chavez. Mark Silverman is our Web guy, and this music is by Scott Stein. You With Me next week for non profit radio big non profit ideas for the other 95% Go out and be great talking alternative radio 24 hours a day.