Tag Archives: social change

Nonprofit Radio for September 27, 2021: “The Activist” Activates Activism

My Guest:

Amy Sample Ward: “The Activist” Activates Activism

Amy Sample Ward returns for a conversation about CBS’s proposed show “The Activist,” the backlash that ensued, the replacement show, competition, celebrity, and our proposal for an inclusive and appropriate media portrayal of true social change work. Amy is our technology and social media contributor, and the CEO of NTEN.

 

 

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[00:00:02.84] spk_2:
Hello and welcome to tony-martignetti non profit radio big

[00:01:44.64] spk_0:
Non profit ideas for the other 95%. I’m your aptly named host of your favorite abdominal podcast. Oh, I’m glad you’re with me, I’d suffer the effects of gastro paralysis if I had the stomach, the idea that you missed this week’s show, the activist activates activism. AmY sample Ward returns for a conversation about CBS proposed show the activist the backlash that ensued the replacement show, competition, celebrity and our proposal for an inclusive and appropriate media portrayal of true social change work. Amy is our technology and social media contributor and the ceo of N 10 On Tony’s take two last chance planned giving in the pandemic era were sponsored by turn to communications pr and content for nonprofits. Your story is their mission turn hyphen two dot c o here is the activist activates activism. What a pleasure to always welcome back AMy sample Ward. You know who she is for pete’s sake. She’s our technology and social media contributor And Ceo of N 10. Her most recent co authored book is social change anytime everywhere about online multi channel engagement. They are at AMY sample war dot org and at a me Rs 40 AMY. Welcome back.

[00:01:46.44] spk_1:
Thanks for having me.

[00:02:20.04] spk_0:
Absolutely. And I’m honoring your new pronouns. Yeah, So we’re we’re talking about the activist. And um, I want to, I don’t want to give the impression that I’m defending the activists. I mean, I think it’s indefensible. But you know you and I had some back and forth about it a little bit and I’m not as I had some thoughts that I felt like didn’t come out in the, in the whole conversation, but I mean it’s been withdrawn in its original form, so

[00:02:21.41] spk_1:
shifted in four matter whatever document

[00:03:19.24] spk_0:
emphasizing the indispensability of it. But there was still some things that I wanted to I want to talk about. So just that everybody’s aware on the same page. The activist was a television show from cBS Global citizen and live nation and amy feel free by the way to step in if you think I didn’t explain it. Well, it was a competition. It was a competition among six activists in health, education and the environment to activists per mission. And they were competing for basically social media attention. And the winner was going to present to The G-20 summit in Rome in in late October and they were tasked with competing in missions, media stunts, digital campaigns and community events. And so, uh,

[00:03:20.82] spk_1:
sounds like the world as I know it for nonprofits

[00:03:34.34] spk_0:
everyday. So Alright, yeah, not an accurate, not an accurate depiction of activism. Right. But so what were you what were your thoughts? God, I described it. What what what were you your thoughts about the activists?

[00:05:39.44] spk_1:
I have a number of thoughts and I think that, you know, a place that we could start is just what what we just said there about the competition piece. And and then I really want to get into the celebrity or the celebratory izing of what this work is and um, you know, competition, it is a very dangerous mindset that exists in the sector already, you know, and isn’t serving us by thinking we’re in competition with each other. And I think there’s a large movement of practitioners and social change work and organizations trying to really force and invite people to let go of that kind of for profit world adopted mindset that we’re in competition and we’re fighting over the dollars and we’re fighting over the credit and we’re fighting over who gets the attention and instead like, where has that gotten us? Is the world dramatically better? I would say no. So what happens if we’re not in competition? What happens if we believe that together we have all the resources that we have, all of the, um, you know, materials that we need and we really start doing that work in collaboration. What does it look like to really work in deep collaboration in community with each other, not just with the community members that we’re trying to support. So just off the bat, it felt like such a slap in the face of that work of the sector to say, hey, we’re, we don’t have to be in competition. Um, and I think we’ve seen the same backlash that came to the show, came to foundations for years, who were running the exact same types of competitions, you know, hey, whoever gets the most likes and votes in this week, we’ll get our foundation grant like those happen for a number of years, you know, and they stopped because so many folks organized to tell foundations like, oh my gosh, this is obviously so harmful. And it is, is naturally only going to get the same people who win that could have already had the most resources anyway because they have the most resources to mobilize people to help them win. Right? Like it’s not actually creating an opportunity for folks that are unknown to become the recipients of that attention. Right?

[00:06:01.44] spk_0:
Yeah. And I agree on the competitive aspect. I mean I’m railing regularly with guests against the scarcity mindset, which, which is what competition creates. That it’s, you know, aligned with that is the zero sum that if they, if they’re getting something, then I’m not getting it

[00:06:21.64] spk_1:
right. If somebody’s winning the activist, the rest of us lost the activist. Right? Like,

[00:06:28.24] spk_0:
right? Say it again.

[00:06:29.18] spk_1:
I said, if one person wins the activists than all the rest of us lost,

[00:07:22.54] spk_0:
we’ve all right, that’s right. That’s right. Um, so I, I agree that the competitive way that they organized it was it’s antithetical to what we’re all what we’re all trying to achieve. And I know just bring it down to like nonprofit radio ground. It’s antithetical to what lots of guests and I have been talking against for the 11 years. I’ve been doing the show, it’s just, we’re not in competition. We should be in collaboration? And you’re and you’re seeing more grantmakers recognizing that over not that’s not just so recent like over the past but probably 10 years or so that fortunately that that collectivism uh collectivism leads to a grant was pretty short lived. Right? Right? And I think

[00:07:43.84] spk_1:
you’re right remember foundations didn’t just stop doing the hey how many likes do you get you get a grant competitions? They also moved the other way and said hey we will fund, coalitions, will fund collaborative work, will fund intentionally in that way. Yeah. Yeah. But on the other side of things, the celebrity piece I think does a couple of things making it seem like activism is this celebrity level, you know like you’re on the T. V. Show because you’re with whoever like Usher, you know

[00:08:08.04] spk_0:
these celebrity Julianne, I don’t know if it’s Julianne huff for Julian, how are you? And uh Priyanka chopra Jonas so

[00:10:24.14] spk_1:
creating this like celebrity nous around around quote unquote activists around social change work more broadly because I don’t know what people think activism of, you know, I think is really damaging, it makes it feel like it is something reserved for a famous person, right? And that I think we already really struggle in the nonprofit sector with this patriarchal white dominant view that what we’re doing in social change work is actual charity, right? And it’s like some old white dudes, white wife’s pet project, right? And so of course you’re invited to the fancy celebrity balls because like you are also in that class, right? And and the work of social change is not like high class, right? Like we’re relegated down here, which is like we’re trying to get rid of classism. So the idea that we would reinforce that kind of elevated these are the fancy people that get the credit for doing the work and the rest of us aren’t um I think it’s a really hard kind of mirror to hold up in 2021 again to a lot a lot of folks, not just you and I like none of this is new, right? Lots of people have said this, but I don’t know that what the world was needing was a couple people to be elevated as if they were celebrities for for doing important work or that it be presented as something that those single people have done. There is no work to change communities to resource communities, to change our world, that someone single person has done. So, again, the celebrity pieces very exclusive. It’s like of all the people in Hollywood, right? Like these are the people that made the movies and got the awards. So it’s also like of all the people doing this work. These are the famous people and it’s it’s that’s it, they’re separate. It’s very hard and exclusive to be part of that world, I don’t know does any favours.

[00:11:19.94] spk_0:
And I saw that Julianne, h you know, apologized and said that she was not suited to be a judge, not qualified to be a judge. Of course, that all she just only did that after the after the backlash, she didn’t realize upfront that she’s not qualified to judge social change work, which she may not even know that phrase. You know, we’re not I’m not giving her much credit, but she didn’t realize upfront that she wasn’t qualified to judge activists. Yeah, this part is where you know, see I think that you’re you’re not giving enough credit to future social change workers and volunteers. I feel like people are bright enough to recognize that poverty doesn’t get solved by. Usher coming to a club event in Los Angeles, I

[00:11:20.76] spk_1:
don’t know that you can save

[00:11:21.87] spk_0:
1000 people. Well, I mean looking

[00:11:32.24] spk_1:
around the world right now, it does not seem that people are understanding or acknowledging How things will change and what the work is to change them. Like just looking at examples from 20, alone, it doesn’t seem like the world is all on board for

[00:12:43.74] spk_0:
it’s time for a break. Turn to communications attention spans are short and there is an overwhelming volume of media. We all know this. So how do you get heard and remembered you find your core message and you make it concise turn to, we’ll get you there that can help you with that. So that as they get you placed in those major media outlets that you’ve heard me name and in podcasts, in blogs, in conferences, in op ed pages. Your concise core message resonates. They will help you hone your message and get it heard because your story is their mission turn to communications turn hyphen two dot C o. Now back to the activist activates activism. What examples are you looking at?

[00:12:51.24] spk_1:
I mean, we could look at schools, we could look at rent relief, we could look at college loan forgiveness. We could look at all of these topics where the residents of what’s needed

[00:12:57.96] spk_0:
activists behind each of those. I mean, I was thinking of, I was thinking of the grassroots black lives matter.

[00:13:11.84] spk_1:
Oh totally. I’m not saying there aren’t movements there, but the idea of the country. Sure. But I think there’s still a lot of folks who feel like and

[00:13:12.43] spk_0:
me too, and

[00:13:38.04] spk_1:
we should just be able to have those things, you know, go a certain way and not like Black lives Matter. Didn’t start in 2020 you know, and going for years and years and I think a lot of folks deep in the Black Lives Matter movement would say yes, there have been important winds, there have been important changes and look at where we are at like this is a long path and not everybody is here for long path work, you know.

[00:13:51.24] spk_0:
Oh yeah, I don’t, not everybody is here for a long path work. No,

[00:13:53.69] spk_1:
I mean, how many folks just use that example, how many folks put up a, you know, we whatever kind of empty we we support Black Lives statement last summer and have taken it off their website and have done no material change in their work. Right?

[00:15:29.54] spk_0:
All right. Well, those are among the yeah, those are among the frivolous people or entities, corporations, whatever they did it for publicity. It was it was good for a few months. They gave their corporate promise not to. Uh well, now I’m shifting gears a little bit, but the corporate promises not to give too uh folks in Congress who voted to decertify the election, you know? But those promises only lasted a month or a couple of months or something. And they found back channel ways to do it maybe even during maybe when their pledge was still up. But yeah, now, uh okay. I just All right. I guess you’re looking more at the negative examples I’m looking at. I mean, there was activism beginning with uh when as much as I don’t like to do politics on the show, I went to the I went to the the rally right after trump was elected, the january january 2017 rally in Washington D. C. The women’s. The wasn’t called women’s March. And yeah, um I mean, there’s are a million or a million people sure showed up and and protested what looked like a, well, it looked like at the time, it’s gonna be a white, you know, white dominant narrative party and emerged to be that and much more in terms of.

[00:16:12.04] spk_1:
But I actually think these examples you’re bringing up our disproving your point, because the point you were making, I think was something we talked about when when the when the cameras weren’t rolling, when the when the recording wasn’t going of, you know, a show like, this is gonna really put this kind of work in the spotlight and it’s going to bring more people into the sector, but the the stories that you’re bringing up or showing that, like, well before this show, which hasn’t aired yet, there were plenty of people already showing up. So I don’t know that we have been waiting on a show that celebrities is what activism work is to have people feel like doing social change is something that they can and should be a part of.

[00:16:37.34] spk_0:
Well, all right, that was an early opinion to when I was before, I had done a lot of research before, I thought more about it. Um I just I think, again, I think it’s it short changes folks to think that they believe that celebrity is the the root of activism, celebrity is essential to activism.

[00:18:28.14] spk_1:
I’m not making the point that it’s essential to it, but I’m saying that when you remove people from the work and make them celebrities, it is now detached from the work and so it is, it’s reinforcing a weird dynamic in the sector that the people that will get that visibility are then removed and are up here as celebrities, you know, I think even just to keep on the women’s March example, a lot of the folks that were the core organizers of that very first Women’s March, which has continued and taken on other work as well, you know, have have faced a lot of harshness when put in celebrity spotlight for their role in that both people tearing them apart, finding other things, they’ve been a part of in their past and claiming that because they worked on some other campaign now they’re actually have some secret motive to tear this movement down, that it hasn’t been good when visibility has come to them, but so I just, I think naming what celebrity does to a movement is important as part of what I think folks were asking the organizing non profit to account for, you know, I think part of what folks were calling and giving feedback to global citizen about wasn’t like, hey, this is an awful show format, it was take accountability for what is going to happen if you are removing these people and you’re turning them into celebrities instead of honoring that they are people doing work who are full humans, right, they are not about social media likes and media blitz competitions, like we have to give space for people’s wholeness, otherwise we’re just gonna chew them up and spit them out, like, like we do with a lot of other celebrity culture, right? And that’s not going to be good for the movements they’ve been deeply invested in.

[00:18:40.54] spk_0:
And and the I think the backlash itself demonstrated that there are people who recognize that the work is deeper than a culture of celebrity,

[00:18:52.66] spk_1:
Right?

[00:19:38.14] spk_0:
You know, and so I don’t I don’t think those who are currently in social change work are the only ones who recognize that it’s deeper work than a culture of celebrity. That’s what I’m saying. And even folks who are, you know, the current teenagers, I think as I think they would recognize, I mean they might have been drawn to the show for the wrong reason, but I think as they, as they aged and for those who emerged into social change work and true activism, that they would, well, they’d eventually face the harsh reality if they went in with, if they went in with the wrong impression, that would quickly be uh quickly be defeated as they didn’t get any jobs because they kept telling interviewers that they wanted to rub shoulders with,

[00:19:48.16] spk_1:
they wanted the celebrity position.

[00:20:42.74] spk_0:
Yeah, right. Um but I think they would have been smart enough. I think even young folks are smart enough to have to have come to the to recognize that it’s it’s more than celebrities in a, at an event in a club. All right now, all right, So I want to give global citizen there do because they did uh there was a joint statement from CBS and global citizen and live nation. And then Global citizen also had its own statement which said in part global activism centers on collaboration and cooperation, not competition. We apologize to the activists, hosts and the larger activist community. We got it wrong. It is our responsibility to use this platform in the most effective way to realize change and elevate the incredible activists dedicating their lives to progress all around the world. So they came around and that’s a to me that’s a very that’s a very responsible apology

[00:20:49.54] spk_1:
to Yeah, I mean it doesn’t account for

[00:20:52.44] spk_0:
in fact they got into it. Yeah, it was

[00:20:54.72] spk_1:
like this all of it happened the same

[00:20:57.91] spk_0:
thing I said about Julian H where were you when we were when the producers first approached you.

[00:21:27.24] spk_1:
Yeah. And they say that accountability is, you know, demonstrating that you actually heard the feedback and will change. So I I hear that there was like, we get the people are mad and we will change the format, but but I think it would have been also awesome to hear like, hey, honestly, this is what we have been looking at and what we were valuing when we made that decision and here’s how we’re going to change those values. So this doesn’t happen again because because global citizen is a very prominent, well resourced organization themselves. And

[00:21:43.04] spk_0:
so

[00:21:58.44] spk_1:
as far as as far as apologies go, you know, versus a statement. But had it been more of an actual apology, that’s what I would have wanted to hear. Hey, this is what we were valuing. This is how we made this original decision and this is how we’re going to change those values so that we don’t make this decision again.

[00:23:04.24] spk_0:
I agree, but based on the way they operate. I’m not sure that they are capable of that now. I didn’t know a lot about global citizens, but they give points for activism and you trade in those points for rewards like um like V. I. P. Experiences like tickets and gift cards and subscriptions. So you know, like earned 20 points call congress, I was just on the website earlier. 20 points support Covid 19 relief for LGBT plus people. uh you get 10 points if you end the pandemic for all, which didn’t seem right to me. But if the LGBT community gets 20 points, how come the whole world, everybody everybody plus LGBT only gets half. That makes sense. That part didn’t make sense to me. I thought it I thought if LGBT is 20 then the whole world should be like 200 I thought or 2000 because there’s so many more, you know? But all right. So I

[00:23:05.14] spk_1:
mean their fundamental they give the business model is already based on currency of how you act and there’s

[00:23:15.14] spk_0:
get VIP backstage experiences. So, I

[00:23:50.94] spk_1:
Mean there’s a reason why they were the ones about 1.8 million us non profits while they were the organization in this deal of course, because they are ones that are already set up kind of doing work in that way. But maybe the feedback was more than just the show, you know, like maybe there was something to here in that reaction that was about what they are valuing in the work versus just the the tv format of this, it

[00:24:17.74] spk_0:
was not their business model and I don’t think they want to hear that it’s all right. That’s why I say, I don’t think they’re capable of the kind of apology that you’re talking about because I don’t think they want to question their business model in their core values, they get, you know, they have millions of activists and billions of people affected, you know, like, so, so if I sign a petition to end the pandemic for all, doesn’t that count as seven billion people affected because I’ve signed a petition for the whole world is that that’s you know, and I

[00:25:31.34] spk_1:
think this is the difficulty of um this this time we find ourselves in of being alive and In 2021 of there are so many things at least on my list, I’m sure on your list too that I think would need to dramatically change or go away and be formed a new in order for us to have a world even slightly close to an equitable world and if there’s that many things to change and there’s that many needs, you know, there’s going to have to be a whole lot of ways that we try to get there and lots of different missions, lots of different versions of the same mission, right? Like we have to try everything and anything to try to get there within reason, not like truly trying anything and everything. And so, you know, the model of global citizen, not for me, I’m not going to work there and I’m not going to like take the point based actions, are there people that take them? Yes,

[00:25:33.95] spk_0:
great.

[00:26:39.84] spk_1:
And so like there can there and maybe that will go away at some point in this very long journey that hopefully everybody has signed on to right of getting to a better world. But it’s hard because I feel challenged to hold on to like that’s not for me. And but maybe it’s for someone, right? Like just because I don’t like that flavor ice cream doesn’t mean that flavor of ice cream shouldn’t exist. And so like how do we how do we take a like, harm reduction mentality versus and I like idealistic, there’s some perfect rubric um and not that I think you’re saying that, but for me, I think, OK, well if we’re if we’re if we’re going to say harm reduction because we can’t avoid that right now, then maybe it’s not doing a show that’s profiling people through global citizen, that’s profiling people through local grassroots, you know, like interviews and finding folks who are doing work outside of traditional models or you know, whatever it might be like maybe the, maybe the invitation then for harm reduction in creating some ridiculous tv show is sourcing the folks that are going to be featured in a different way.

[00:28:45.44] spk_0:
It’s time for Tony’s take two last chance planned giving him the pandemic era. It’s your life. If you miss it, I don’t know what else to say. It’s hosted by J. M. T. Consulting. Thank you. Thank you very much. JmT. It’s on September 30, 2-3 eastern time and here’s what’s on the agenda. What plan to giving is who your best prospects are, where to start your program. And how does plan giving fit in our pandemic era to make your reservation. You got, it’s free by the way, this is free, but you got to make a reservation JMT consulting dot com go to events and then middling speaker series. Actually, it’s not middling, you know, it’s not lackluster either where I would be the only person listed. It’s the expert speaker series. Yak. Yak Yak, that’s where you go, Expert speaker series, I hope you’ll be with me September 30, let’s talk about planned giving in our pandemic era and yeah, all important your questions. The most important part I think that’s the most important part of any webinar because that puts the focus on what you’re thinking. What you didn’t quite grasp how the topic relates to your work. The questions the all important Q. And A. Of course it’s included. I didn’t mention that in the agenda but and I don’t want to I don’t want to assume that it’s uh it’s there just trust me plenty of time for Q. And A. That is Tony’s take two. We’ve got boo koo but loads more time for the activist activates activism which I am kind of enjoying saying. I’ve always thought about doing a podcast that elevates grassroots work. But yeah but you have to be more of a storyteller. Yeah. I’m not my podcast. This show is not about storytelling. I’m not a storyteller I would need a producer who’s a good storyteller. You

[00:29:01.36] spk_1:
can chat to somebody.

[00:30:02.24] spk_0:
Yeah I can chat. I know but it’s not it’s not gonna it’s not gonna go is it not gonna be that it’s not gonna be that interesting beyond the nonprofit community. I’m talking about a show whether it’s a podcast or T. V. Or Youtube stream whatever Livestream whatever it is that tells the story of a community of nonprofits or a single non profit and how they’re doing their work, how they’ve evolved how their work is evolved. Maybe they have a pivoted at some point because they realized they weren’t not, maybe not only doing well, but we’re doing good, but maybe they’re doing harm. So they had to change and tells that story the arc of a nonprofit grassroots work that, but as I said, that takes a storyteller and the and the global citizen. I mean, that’s a that’s a counter example, the activism around global citizen as a counter example to what I said earlier about having faith in future activists, because they’re a bunch of people who are just doing collectivism and they’re getting V. I. P. Experience is after they trade in their their 2000 points. So I realized that’s a counter example of what I was saying, but they’re not the folks that I’m paying attention to

[00:30:08.37] spk_1:
write well and maybe, you know,

[00:30:10.48] spk_0:
have faith, I have faith in humanity, is what I’m saying.

[00:30:12.88] spk_1:
Yeah, I’m hopeful that

[00:30:15.45] spk_0:
future social change workers,

[00:31:00.84] spk_1:
how they’ve changed the format. Of course, we’re gonna get to I have watched it or whatever, but, you know, changing the format to being a doctor who series, presumably then like, each episode, just about one of them or whatever, really does honor the community of work. You know, whatever movement there in not just that person, and I think in doing that it could contribute to the point you were trying to make earlier then people see that and think they could be part of it because it isn’t about, oh, like, what are the odds that I would be Sarah or you know whoever the person is versus oh I could be in that movement right? And that movement is accessible to me. Well that’s the big piece that I think is important.

[00:31:40.14] spk_0:
Yeah, I like it’s accessible. I I could see myself as part of that well because it removes the competition, removes the celebrity right? Two of the most offensive parts of the whole endeavour. The initial the initial endeavour. Alright, alright. Um something else that we chatted about an email. Uh you know I have to be careful but I don’t want us to be as a community so self righteous that we think we can’t be accurately portrayed in, in in popular

[00:31:42.91] spk_1:
culture.

[00:31:44.84] spk_0:
Um and I, you know I went back, you know I was thinking remember the philanthropist

[00:31:51.84] spk_1:
kind of, it was a name but I don’t, I never thought it

[00:31:56.33] spk_0:
was, it was prevalent. It was, I’m not citing it as a good example of popular culture.

[00:32:01.83] spk_1:
Don’t my netflix queue.

[00:32:15.34] spk_0:
I don’t even, I think they struck it. I don’t even think it’s available but it was a jet setting billionaire. He did good deeds motivated by, he saved a uh huh a black child in Nigeria from a hurricane or something and it was a pivotal moment in his life.

[00:32:21.36] spk_1:
White White savior is that

[00:32:35.74] spk_0:
exactly. Uh I think he had his own jet or something. I don’t know but he had the means to travel around the world and do good deeds for, for less fortunate people of color, uh, throughout the world

[00:32:36.84] spk_1:
how, and how grateful the world was for him

[00:33:17.94] spk_0:
as well. So that, that was frivolous. That was from. Um, but I, so I’m not trying to extreme these things together and just, you know, another example of that, that was a bet that was a bad attempt. I just, so there’s, there’s a philanthropist. Now there’s the activist. I don’t want us to get to a point where we feel that we, like I said that we, there can’t be an accurate portrayal of our, of our work, uh, in, in, in, in media and popular culture because because there’s no, there’s no profession that’s accurately portrayed. Sure. I mean, you know, law and order, law enforcement doesn’t happen in half hour bites from investigation to verdict. It just doesn’t, it doesn’t work that way.

[00:33:28.09] spk_1:
I mean, the office seemed pretty accurate for what I imagine is a small, very small, small corporate office.

[00:33:53.54] spk_0:
Um, it was even better when it was Ricky chavis. Um, yeah, all right. The act right. But they weren’t, they weren’t activists, but they were Dunder Mifflin. Um, so that’s all, I just don’t want us to, like I said, like I already said, I don’t want it to be too self righteous that the work has to be so accurately portrayed that no portrayal will suffice.

[00:34:25.74] spk_1:
Sure, but I guess like what, what’s the show that does that, that like, is accurately portraying the work is not sensationalizing. It is not, you know, making light of it or making it seem frivolous. Like, what is that? Like a lot of, a lot of movement work is emails, google, docs, socializing ideas with different partners,

[00:34:32.58] spk_0:
watch that show or listen to that podcast.

[00:35:03.74] spk_1:
Right. And so I guess that’s my question. Like what’s what’s the show that is an accurate portrayal? That isn’t, that isn’t either sensationalizing it and making it feel like every nonprofit is out there saving babies every day and like, and then they’re not. So then our donors then saying, oh well, like you’re so, let me go find the one that is right. Like what I’m willing, I’m willing to hear your plate, but I want to hear like an example that that convinces me, well, there isn’t one

[00:35:43.24] spk_0:
yet, but it’s the show that will, when I find the right producer, it will tell a genuine and not heartstring, not, not not a heartstring story, but we’ll tell a genuine story of successes and failures and how, how that organization or that community of organizations have improved their, you know, improved the water in their community or, or sheltered animals or sheltered mothers and and Children right? There, there is a, there is a space for a heartfelt genuine story that’s not, not sensationalized,

[00:35:52.09] spk_1:
right?

[00:35:53.74] spk_0:
Nobody’s produced it yet. Right.

[00:37:15.43] spk_1:
Well, and I also think there’s a, I would anticipate even somebody looking to produce that would rely on some of the same structures that many others have relied on which is like it’s a five oh one C three registered organization. They have these types of staff, they have this type of funding, they’re in good relationship with a foundation, like the things that are already a kind of reinforcing more privileged organizations now, even if they’re small versus what’s the space for the group that has chosen never to file with the I. R. S. And it’s not A C. Three and you know, maybe fiscally sponsored or just operating on mutual aid. Like how do we make room in the storytelling of what the work is to say that it isn’t just a five oh one C. Three that has a certain amount of income that files and 9 90 right? Like there are a lot of people and there’s going to have to be a lot of people doing work in a lot of different ways for things to change because also like maybe the I. R. S. Should change like, right? Like there’s a lot of layers to what could and should be happening for us to get out of us a self perpetuating cycle of of maintaining social issues so that we can maintain a sector that’s like Top five of of the sectors in the US right?

[00:37:42.33] spk_0:
Yeah. You’re you’re trending towards the uh you’re trending toward the you’re not self righteous. I know you but yeah if you want there to be a if you want there to be something that people pay attention to it’s got to be I don’t want to say it’s got to be mainstreamed but

[00:37:47.03] spk_1:
You feel like if there was a show let me clarify you are feeling that if there is a show that’s profiling like the honest good work especially at the grassroots level and it included folks who did not have a registered 501 C3 that that would be harmful.

[00:38:31.62] spk_0:
Now I don’t know I just don’t. No actually it could be beneficial. Yeah I was focusing more on the 1.7 or eight million charities that are 501 C threes. Sure. No but there’s of course there’s space for non non registered activist work. Just we have to find those people and tell their stories just as an amplify their stories just as well. Just as well as we amplify the five oh one C threes

[00:39:17.92] spk_1:
right? That’s my point. My point is just remembering that we’re not even their ideal break was being like create a great show. We don’t borrow. They’re like oh well they must they must check these boxes right? And change that mindset in ourselves. Even as we were imagining some wonderful show that all of the producers of T. V. Shows are listening to this radio and now we’ll contact you tony and want to produce it you know? But like even even as we’re imagining things, we’re challenging ourselves to let go of structures that don’t serve us so that we can imagine differently because I think that’s a big that’s needed. I

[00:39:48.82] spk_0:
was being myopic. Yeah, I agree. That could be a very genuine heartfelt story. How come how come you don’t qualify or never pursued your I. R. S designation because then people could give to you and and they were doing a tax deduction. How come you don’t participate in that structure is the reason it’s just you don’t feel like you have access, you don’t feel you have the resources or you just don’t want to be part of that structure. Right? Okay. Yeah, you’re right. I agree those those are genuine heartfelt, important and impactful stories too. So nobody’s done this show, but I’m sure there’s a space for it. I mean, I don’t see this on cbs

[00:39:59.53] spk_1:
but public,

[00:40:01.40] spk_0:
public radio, public television.

[00:41:49.81] spk_1:
Right. Right. And I think just to tie it back to, you know, the activist where we started this conversation, I think, you know, if if a group, whether it was netflix or cbs or NPR came For example here to Portland and said, Hey there’s some really strong mutual aid efforts happening here. We want to profile you on this show, it will be 40 minute beautiful documentary. I imagine it would also cause a lot of challenge for the community to say who gets to have their voice. You know, like the premise of mutual aid is that it’s like all of us coming together to support each other. And so what what does it look like again? Even even if it isn’t positioned as a competition for G 20 access, what does it mean in that moment to celebrities or give credit to certain people within within quote unquote, you know, social work. And I think well I’m not presenting that as a challenge. Like there could never be a documentary please. I would love there to be way more people profiled for doing change work. My point is saying even even in this other scale or premise of the show or storytelling, I think it’s important still to ask the questions of are we creating a dynamic that is harmful? Are we allowing there to be space for lots of voices and not, you know, inadvertently trying to put one person’s face on the episode tile as if they’re the face of that movement, right? Like how are we honoring this is community work and not just um you know, maybe unintentionally from, from lack of you know, paying attention doing the same cycle again and turning things into one person’s story.

[00:41:54.31] spk_0:
Alright, alright. I’d like you to be an advisor on the

[00:41:57.59] spk_1:
show,

[00:41:59.76] spk_0:
but I want you to agree that we don’t want to let make perfect be the enemy of the good.

[00:42:14.50] spk_1:
No, no. And I think that we can achieve that by having really intentional decision making. Instead of running with opportunity right? Like going slower with intention than going faster without it

[00:42:24.60] spk_0:
going slower with intentions. Yeah because we do want it we right we want to honor the voices and the work.

[00:42:28.60] spk_1:
But I and I want some fancy title. So when the credits go pie people are like what is that? You know look at

[00:42:35.39] spk_0:
you you just you just contradicted everything you just said

[00:42:48.60] spk_1:
I want you said that that I’m a producer on the show. So you already I want something that doesn’t say producer. I it’s

[00:42:49.55] spk_0:
like you’re already you’re already elevated yourself already making it about you. You just said we don’t want to make it about one person. I said advisor you elevated yourself the producer.

[00:43:15.90] spk_1:
I don’t know what the difference in those words is. So what a contradiction. I don’t work in tv. What’s the, tell me what the difference between an advisor and producers. I thought producers like just I always thought a producer was like a convenient name because you didn’t you weren’t like actually part of the show.

[00:43:20.10] spk_0:
I think producers are they get the money, you give the money or they make the money or they find the money they find it among their connections and their and their corporate the media people they know uh they like they make it happen

[00:43:35.70] spk_1:
well so I’m gonna need okay so if I’m going to advise you on something that I’m gonna need to go to some like some class about what what you do to make a T. V. Show because I have never been involved in that world.

[00:43:48.70] spk_0:
All right. And I’m not restricted to television either.

[00:43:52.60] spk_1:
Okay. Cool, interpretive dance.

[00:44:17.89] spk_0:
That’s too esoteric. Alright. Somewhere between interpretive dance and television. Okay. There’s plenty of media space. Alright. Alright. Um Yeah, I I believe there’s a space for a show that people will will follow that tells the story correctly. Yeah. All right. All right. Anything you want to leave us with? I’ll give you the last word is

[00:44:45.99] spk_1:
I will You’ve already said that. You agree with me. So, I’ll say I agree with you on that. There is something here. I don’t know that it’s the activist but hopefully we can as we explore. I think a lot of different storytelling podcast. You know like there’s there is a a rich history of people of being storytellers and finding places where we elevate well, the work to change our world as something we prioritize in the stories we tell.

[00:44:57.29] spk_0:
I agree. I agree. Alright. Maybe we’ll watch the documentary uh whenever it comes out and maybe

[00:45:00.66] spk_1:
we’ll have a watch party.

[00:45:04.79] spk_0:
Maybe we’ll review at least the first one. We’ll give it give it an even shot. The first. Yeah. Used to be a doctor series. I didn’t catch that much. Is it supposed to be a series? Okay. Yeah. All right. So

[00:45:13.33] spk_1:
I think it’s still multiple episodes and like you know. All

[00:45:17.11] spk_0:
right, we’ll give it a shot. Give the first one a shot and see what they do.

[00:45:20.89] spk_1:
Okay. I think we should have non profit radio watch party. Have everybody tweet while they’re watching it or something, you know,

[00:45:30.69] spk_0:
we could do that with the hashtag uh Alright, thank you very much. Good to talk to you.

[00:45:32.35] spk_1:
Yeah, thanks for having me. Thanks for the good conversation.

[00:45:44.79] spk_0:
Thank you amy sample word. Our technology and social media contributor And they are ceo of N 10 at a me sample ward dot org and at amy R S Ward. Thanks again.

[00:45:51.09] spk_1:
Thanks tony

[00:46:21.58] spk_0:
next week, Jeanne Takagi returns with risk management one and I am going to miss saying the activist activates activism. The activist activates activism. It’s very clever. It must it must have been written by the intern if you missed any part of this week’s show, I beseech you find it at tony-martignetti dot com. We’re sponsored by turn to communications pr and content for nonprofits. Your story is their mission turn hyphen two dot c. O

[00:46:24.58] spk_2:
our creative producer is Claire Meyerhoff shows, social media is

[00:46:27.84] spk_0:
by Susan Chavez.

[00:46:54.98] spk_2:
Mark Silverman is our web guy and this music is by scott stein, thank you for that. Affirmation scotty Be with me next week for nonprofit radio big non profit ideas for the other 95% go out and be great. Mhm. Mhm

Nonprofit Radio for January 24, 2020: Social Change Is Systems Change

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My Guest:

Heather McLeod Grant: Social Change Is Systems Change
And to change systems, you need to employ networks. Those networks need leaders and facilitators. Enter Heather McLeod Grant. She is co-author of the workbook, “Leading Systems Change.”

 

 

 

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[00:00:14.34] spk_2:
Hello and welcome to tony-martignetti non profit radio. Big non profit ideas for the other 95%.

[00:00:35.42] spk_3:
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 third show in the Innovators. Siri’s social change is systems change and to change systems, you need to employ networks. Those networks need leaders and facilitators. Enter Heather Macleod Grant. She’s co author of the workbook Leading systems change and here start the live innovators that I promised you were becoming.

[00:00:49.43] spk_2:
Here they are on tony Stake to

[00:00:54.17] spk_3:
planned giving for the decade Responsive by wegner-C.P.As Guiding you beyond the numbers wegner-C.P.As dot com by

[00:00:59.80] spk_2:
Cougar Mountain Software Denali

[00:01:32.39] spk_3:
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. Now let’s meet Heather Macleod Grant. She is co founder of Open Impact, a philanthropic advising farm and a published author, speaker and consultant with more than 25 years experience in social change. The company is at open impact dot Io, and she’s at H M C Grant. Welcome, Heather Macleod. Grant.

[00:01:41.61] spk_4:
Thank you, Tony. I’m excited to be here, and thanks for having me back on the show.

[00:02:00.52] spk_2:
Oh, it’s my pleasure. Absolutely. It’s good to have you back. Um, so this is interesting work. This system’s change for social change. Um, why don’t you, um, get us started? Well, let me lay a little.

[00:02:23.84] spk_3:
I should guess I should let a little ground work. So there were There were these two to programs in San Joaquin Valley in California. You inaugurated the 1st 1 in Fresno County, and then your co author, Roedean a Dean Sacks inaugurated the 2nd 1 status last county two years later. Um, what? So just lay a little simple ground work? Why don’t you give us an overview? You know, beyond that, what kinds of changes were needed? What’s the San Joaquin Valley like? And you know, of course, we have the hour together, so you don’t have to pack a tony detail in here.

[00:02:40.04] spk_4:
Yeah. Great. Absolutely. Um well, I’ll start by saying that I actually grew up in the San Joaquin Valley, California. I’m actually from Fresno. My family still lives there

[00:02:49.63] spk_2:
now live

[00:03:13.72] spk_4:
in the Bay Area of California. But I spent many formative years in that region, and, um, it’s the central part of the state of California. It’s actually quite unlike what I think most people imagine when they think of California. They probably think of Hollywood and palm trees and beaches in Southern Cal, and they might think about Silicon Valley and technology in the Bay Area. But

[00:03:14.70] spk_2:
the Central

[00:03:24.72] spk_4:
Valley is a big agricultural region, and, you know, as we learned, it actually has a lot of social and environmental challenges and problems. That’s sort of the beginning of the story, and I’m happy to get into more details about that.

[00:03:29.32] spk_2:
Okay, let’s let’s, uh, do a better job than I

[00:03:32.49] spk_3:
did. I mean, I just laid out basic details, but, you know, basic stuff. But let’s talk about what those communities air like. You talk about social environmental challenges. I think they’re pretty ubiquitous. But you, uh, you tell me if I’m wrong, you lay it out. What kind of challenges these social change makers needed to overcome?

[00:07:01.85] spk_4:
Yeah, absolutely. So Fresno, just situated Fresno is a community of just under a 1,000,000 people. If you include the kind of surrounding areas the city of Fresno has about half a 1,000,000. Resident Stanislas is about half that size, and they are into central counties in the central part of the state. I would say the big challenges air because it’s an agricultural region. They’ve struggled for a long time with air quality issues and water quality issues. You know, pesticides from farming running off into the water supply duct from agriculture, along with urban pollution blowing into the valley from the Bay Area and the Coast and Los Angeles. They also have many of the same problems confronting many states in the central part of our country in the Midwest. Opioid crisis very high poverty rate, seasonal migrant labor. So big immigrant populations which of course, leads to racial and ethnic diversity, which can be a strength. But many of these particularly Hispanic families living in smaller communities have very, very high unemployment rates. They don’t have good social service is. So I could go on, but many of the same kinds of problems that we’re seeing across the country and you add to that, you know, political polarization again, people think of California is being very liberal. But the central part of the state, the Central Valley, is actually quite conservative. There’s a strong evangelical base. You draft through the value. See lots of Trump signed. Um, historically, the politics have been more red than blue, so it’s kind of a red island in a blue state, if you will. And that’s also led Thio increasing tensions and conflicts politically. So that was the backdrop for this program. And when the Irvine Foundation about a decade ago was doing listening tours and I should explain the Irvine Foundation of a statewide foundation to give the way about $75 million a year in the state of California. They were particularly interested in funding and supporting the family King Valley because it was historically overlooked. It doesn’t have the same kind of wealth and philanthropic resources that the area or Southern California have. So they were really interested in investing in building local community leadership capacity, and they did a listening to her about a decade ago. They heard from leaders that we want to help solve problems in our community, but we don’t have the tools and resources and the know how to do that. So we would love for you to invest in us. That’s exactly what the Irvine Foundation did. They kicked off this program. They hired myself and the firm. I was out at the time to do some initial research. And I can get you more into what we learned about the communities that we did some research. We designed a program. And then we ran this leadership in capacity building program over the last six years in these two counties. As you noted, we started in Fresno for three years, and then we replicated the program in a neighboring community in Stanislaus County. So yeah,

[00:07:02.52] spk_2:
and that I’m

[00:07:03.17] spk_4:
excited to dig into more of that.

[00:07:05.68] spk_3:
Well, I want to thank you very much for being a guest. That’s all the time we have.

[00:07:13.86] spk_2:
Heather, come on. I’m joking. All right. Um, yeah, it’s hard to

[00:07:30.06] spk_3:
imagine. I’m sure they exist. Maybe utopian communities in the U. S. But, I mean, it’s hard to imagine a community that doesn’t have at least some of what you’re describing, Um, economically, racially, politically, environmentally. I feel like I said, I feel like these challenges are ubiquitous. If if not in every community. I think most communities are suffering from a least a couple. So I think this has enormous relevance for the for our country.

[00:07:52.15] spk_2:
Uh, okay, yeah. Um, so So you you brought together a bunch

[00:08:14.34] spk_3:
of selected leaders of NGOs in the Let’s let’s let’s not lump them together. Let’s start with you. Were you were the leader in Fresno and that was the That was the inaugural program. So you know, we’ll talk about that one. We’re

[00:08:14.48] spk_2:
going to go out

[00:08:16.79] spk_3:
for our first break, but lets you know when we come back. Let’s start talking about how isolation is not gonna lead to big changes. And you know what? The what the workbook is about the how to sound good. Sound good.

[00:08:30.03] spk_4:
Sounds good to me.

[00:08:32.25] spk_2:
Okay. And we need to take that

[00:08:46.01] spk_3:
first break wegner-C.P.As beyond the numbers, they’ve got videos. Do you have immigrant employees? They’ve got I nine tips, and I’m talking about some of those issues today. They’ve got high impact grant proposal video also, sexual harassment awareness and other videos. All in the resource section, wegner-C.P.As dot com. Quick resource is and recorded events.

[00:09:07.08] spk_2:
Let’s do the live love. I feel like doing it early today. So let’s shout out. Fairfield, Connecticut, Tampa, Florida, Miami, Florida, Philadelphia and Salt Lake City, Utah. Live listener love to each of our listeners there. Where’s New York? New York? I don’t see Well, I’m here. But where’s the rest

[00:10:41.34] spk_3:
of New York City? Um, going, Going outside the States. We’ve got Seoul, South Korea. Always such loyal listeners. South Korea Very grateful to you and your house. Oh, come so ham Nida and a Tokyo equally loyal Thank you so much Tokyo Konnichi wa And of course, But the live listener Love’s got to come the podcast Pleasantries. So I give you lots of Oh, I give you lots of, um, lots of thanks to our over 13,000 listeners in the podcast community wherever we fit into your schedule Weekly monthly Semiannual If you’re binging your podcasts together that that infrequently pleasantries to you I’m glad you’re with us And late breaking late breaking Ah, lifeless Their love of Vancouver, Vancouver, British Columbia. Live love to you, of course as well. All right. Thank you, Heather. That indulgence. We’ll have a couple more of those. I’ll always let you know when they’re coming up Okay, so you convene these selected leaders and you know, we listeners just have to get the book way. Can’t spend detail we can’t spend time on. You know how you selected or who. But suffice to say, it was not just a lottery, and you were You were thoughtful about the leaders you selected in the Fresno community, um, to try toe to try to teach them leadership because they can’t make the changes to the systems that they need to need to be changed. Working independently in isolation.

[00:10:50.24] spk_4:
Yeah. Yeah, I think that’s right, tony. I think the big ah ha that we had when we did the initial research that informed the program design was initially the Irvine Foundation was thinking about supporting non profit leaders. And I know your show focuses a lot of non profit leaders, but one of our big insight was that non profit leaders cannot alone solve level problems.

[00:11:13.51] spk_2:
A

[00:12:21.35] spk_4:
lot of the structures that were living in our designed on and run through business, right, and the market economy or through government. So the resources of government and business are much larger than the resources of the nonprofit sector. And when we went out and did these initial interviews, we decided we really need to design across sector program. So I think that’s the biggest inside around the who we selected. We deliberately brought together leaders in the community, from the nonprofit sector, from the faith based sector from the business sector, including agricultural leaders from government, local government and county government. From media I could go on. So it was a very intentionally diverse group of leaders that we brought together. They all had proven track records in their community, but many of them were working kind of head down in their own silos and they weren’t seeing the bigger picture. They weren’t seeing how many of these things are interconnected. And so by bringing them together and putting them through this program, we helped them get out of their silos, begin to build relationships across the sector, lines begin. Thio collaborate across their differences, which included political differences but also ethnic cultural differences, age differences, gender differences and so on.

[00:12:41.83] spk_3:
And thank you. I I stated it too narrowly. It was way beyond just NGO leaders and you created the New Leadership Network and there was a lot of learnings around that. Let’s flush that out. What was that about?

[00:12:51.16] spk_4:
Sure. Well, we did we again. We didn’t want to just focus on management. So many leadership programs really focused on training leaders for a very particular context,

[00:13:02.31] spk_2:
like business

[00:14:28.25] spk_4:
leadership program or not, profit leadership program. We really wanted to look at community leadership and systems leadership. How do you actually help these leaders become agents of change in the larger context in the larger community and work on the big interrupt, seemingly intractable problems, environmental issues, poverty, income, inequality, etcetera? And to do that, we brought in a lot of the latest thinking in this sector. So we created a curriculum andan experience, and I want to say experience, because truly the program was experiential. We know that adults learn best through peer situations and through active learning, not just being lectured out for 10 hours with a bunch of power points lives. So we brought together frameworks around systems, thinking, helping them sort of do interactive exercises, toe, identify systems level problems in their communities and start to see from that bigger picture how these issues are interrelated and connected. We also brought in network thinking So this idea that you need to actually build networks to change systems systems are made up of people, and so you need to get groups of people collaborating and coordinating within the system to begin to change it. We brought in some design thinking from the D School at Stanford, because design thinking, you know, is a really interesting methodology that historically has been applied to business innovation and product innovation but increasingly is being applied to solving social problems. So the idea of going out into the community and doing user centered interviews, almost anthropological research to find out

[00:14:39.62] spk_2:
okay,

[00:15:28.04] spk_4:
what does it feel like to be, ah, young adult in the juvenile justice system in this community? And what can you learn from that? To begin to design new solutions? We also brought in an equity Lynn’s everything we did because we believe that without looking at how dynamics of power and erase and equity are playing out, it’s really hard to solve these problems. And then, lastly, we brought in things like coaching an individual leadership development. So those those were the kind of five pillars, if you will, of the program designed Systems Thinking Network thinking behind thinking equity and leader, individual leadership development. And together we created a program that ran for about nine days. So each of these leaders went through a smaller co court, convened for nine days over a period of six months where they did lots of interactive exercises, really built trust relationship, they

[00:15:38.68] spk_3:
So they met. They met three times for three days each, right over those six months. All right, OK. And how many individuals were in the first cohort in Fresno?

[00:15:48.11] spk_4:
Yeah, but we ran about between 12 and 15 per cohort.

[00:15:51.83] spk_2:
So it hold

[00:16:04.21] spk_4:
on, we ran for Coke. Or so we had about 50 leaders total in the community by the end of several years of the program. And it was about the same in Stanislaw Stanislaw. The code words were slightly larger, but we ended up with almost the total of 100. Individual leaders who’d come through this program in both communities over the course of five years

[00:16:20.14] spk_2:
could use a little more about the design thinking how that how that applies to this work. Yeah, absolutely. So

[00:16:22.38] spk_4:
the way I think of it, a system thinking is about being up on the balcony, if you will. This is Ron haIf. It’s great leadership. Goober out of Harvard, who writes about this being on the balcony and having that kind of bird’s eye perspective looking down on the dance

[00:16:35.72] spk_2:
floor

[00:17:48.41] spk_4:
restart to see the pattern and the dynamic issues going on in the community. I think of design thinking as being down on the dance floor like it’s really grounded and individual experiences. And so by bringing those two together those two perspectives the kind of bird’s eye view and the deeply grounded perspective of how individuals experience their community, you can actually start to create really interesting and creative solutions. So 18 fax, who wasn’t able to join on the call today but was my colleague and running this program and she has you mentioned, launched the Stanislas replication sight. She had spent a year is a fellow at the Stanford design School that has no partner school of design, and you can look that up online. And they have really interesting programs where they’ve gotten quite interested in how you take design. Thinking which is simply a process, is structuring a problem in getting very creative about innovating solutions around that problem. She’s gone through a year. Fellowship the D school. We thought this is a really interesting methodology and tool that we think could be applied to solving community level problems. So the D school doing some of that work we’re doing network? There are other practitioners around the country who started using design thinking as a tool for innovation and creative problem solving in the social sector and around social and environmental problems. Not just technology problems or product design.

[00:18:05.15] spk_3:
You interested? You call it the D school? Um, but you’re only saving one syllable design or d you feel strongly about D school? We have to stick with the school is okay if I say design?

[00:18:14.94] spk_4:
Oh, it’s totally fine. That’s that’s just the shorthand that

[00:18:21.09] spk_2:
everybody calls. Okay, if

[00:18:21.27] spk_3:
I was if I was local and I’m an outsider, I see. Okay. Okay.

[00:18:29.97] spk_5:
Um uh, okay, um,

[00:18:31.40] spk_2:
so you’re trying to move

[00:18:57.11] spk_3:
these leaders from sort of scattered action in isolation into connection connected action, and you mentioned a little about empathy, and but I see that that’s got among these among them. The individual groups, the 12 or 15. You’ve got to build a lot of a lot of trust and empathy. I would think for them to be working, working together as a as a formative network going forward.

[00:19:31.11] spk_4:
Yeah, absolutely. And that’s where, like, the book we really designed, the book is a workbook. We wanted to kind of open source this model and share the frameworks and the tools and the methods that we used in this leadership programs so that other communities will hopefully access, hit and think about how they might use some of this in their own communities. But this, um, yeah, this question of how the leader is, you know, built trust really came down to taking the time to slow down and intentionally build relationships and have them get to know one another at a deeper level,

[00:19:39.99] spk_2:
like getting

[00:20:52.29] spk_4:
beyond superficial things like your resume or your job title or even what political party you have. Will he ate with. So we began the weekend, You know, we would do these convening that retreat centers up in the mountains. We get them out of their day to day. Um and we really started with these very, very personal introductions where people would talk about why they do what they do so their interior motivations, what they’re passionate about, what really drives their work in the world. And when you get past a lot of the partisan rhetoric and the sound bite, the way our immediate typically framed these issues, you actually find that we all have so much in common. We want healthy communities. We want to raise our kids in safe spaces. We want everyone to have opportunities to succeed. Um, you know, we want good health care systems and good education system and, you know, by by grounding it in those personal stories at the very beginning, people were incredibly vulnerable and, you know, they would tell very personal stories about, you know, just one participant that comes to mind. And Fresno, who’d grown up in a low income immigrant community whose mom was a migrant worker across the border, came here, and he grew up in a community where there were no sidewalks. There was no running water like there were no service is. I mean, it’s like 1/3 world country and, you know, hearing those stories was incredibly moving. Um, and again, I don’t care what your political persuasion is. A lot of This was about starting to build those alliances across traditional party lines, not making it about politics, but making it about people coming together to build trust, to build relationships and the link arms to solve problems in their communities.

[00:21:36.49] spk_3:
Yeah, you hit on such fundamental core values that I think every American shares opportunity, access to education, health care, equity. I mean, I think, Yeah, I think we all want these things. It’s then the divisions come about and we’re talking about how to achieve them,

[00:21:47.89] spk_2:
right? Exactly and okay. And

[00:23:23.44] spk_4:
we see that playing out the national level. And I think that’s one of the things you know. I spent my whole career in and around social change, and for a long time I really worked with big national organizations. I lived in D. C. For four years. I have lots of friends working in politics, and, you know, one of the beauties of being grounded and local community is actually when you get the local level, this is much less partisan. You know, we might disagree sometimes about the means to the end, but if you take it out of the context of policy debates and you actually start talking about, Like, practically speaking, what can we do to reduce homelessness in our community? Or what can we do to reduce income inequality? What can we do to make sure that kids have access to education so they could be contributing members to our society? Be economically productive, have a good life? Um, it takes it out of that kind of national divisiveness that we’re seeing so much on the news. And it really grounds in the context of local communities, which in some ways I feel like this is this is the great history of America, right? This is what the total was writing about more than 100 years ago. Um, you know, when when people in communities came together and build barns and solved their local problems without a lot of federal top down kind of intervention, you know, they had to be resourceful, and they had to be scrappy, and they had to be collaborative. And so in some ways, I think it’s getting back to that perspective of taking it away from the national polarization and grounding it in very practical problem solving. I’m

[00:23:23.60] spk_2:
not

[00:23:29.88] spk_4:
turning it into policy debates. In fact, we actually did not have elected leaders go through the program. We in Fresno. Um, we experimented that without a little more in Stanislas, we had a mirror in the program. What we found is, if you have elected officials, they can’t be truly

[00:23:40.27] spk_2:
horrible. Honest.

[00:23:52.73] spk_4:
They end up posturing more so So we actually found that it was better. Just have leaders who you might be some people who work in and around politics or previously been elected or might in the future, run for office. But there is something about the way we’ve constructed politics in our country right now that, um, you know, they just have to be so much posturing

[00:24:02.87] spk_2:
and concerned

[00:24:03.84] spk_4:
about money and re election, and that could be pretty toxic.

[00:24:07.81] spk_2:
So

[00:24:13.44] spk_4:
we really focused on leaders who were much more interested in the practical solution side of things.

[00:24:21.74] spk_3:
Yeah. I could absolutely see that. You know, there’s a persona for politicians that can’t be broken. You know what? Unless they’re in their home. I guess so. I could understand that, But you experimented. You know, this is all that. This is all a work in progress. You make that clear in the book there. There’s you learned. You learned a lot from Fresno to Stannis Laos, and there’s more to be learned. Um,

[00:24:36.98] spk_2:
yeah, so So you lived in Washington,

[00:24:38.92] spk_3:
D. C. For four years. So you were an East coaster for a while.

[00:24:42.64] spk_4:
I was

[00:24:43.14] spk_2:
I went to

[00:25:05.15] spk_4:
school in Boston, so I grew up in Fresno. I went back east to college in Boston, and then I was in Washington, D C. For four years right out of college. And I also spent two years in between in Europe. I had a rotary scholarship to study abroad and ended up working for the helpful of Europe in Strasbourg a long time ago.

[00:25:06.17] spk_2:
Okay, Yes. I

[00:25:07.52] spk_4:
have to meet experience and some international experience before landing back in California.

[00:25:12.45] spk_2:
OK, I’m just trying to focus on our differences. Now I’m a

[00:25:28.44] spk_3:
divider. So I either East coast sentiment is West Coast sentiment. I I’m trying to divide us the counter act. Your counteract your work, work. I’m working on either side. No, Um,

[00:25:36.34] spk_2:
you need to laugh. More help. Come on. How can I possibly be serious about this? Come on, come on. What were you saying? What did you say? Oh,

[00:25:38.27] spk_4:
I was just gonna say I might be bicoastal for most of my life, but I was actually born in Lincoln, Nebraska. So at my core, I’m a corn.

[00:25:45.63] spk_2:
I thought you

[00:25:46.23] spk_3:
were born in Fresno. Oh, okay. Your Midwestern.

[00:25:48.66] spk_4:
I was raised in

[00:25:49.59] spk_2:
front of my parents. Moved

[00:25:57.33] spk_4:
out there when I was three weeks old. My dad actually taught at the local university president State. He’s now retired, but, um, yes, you gotta He got a job there and moved out in the late sixties when I was a baby.

[00:26:07.03] spk_3:
Okay, so you’ve been East West and Midwest. Um,

[00:26:07.82] spk_2:
let’s talk about

[00:26:08.44] spk_3:
the guy. We it framework before we wait. We got a couple minutes before next next break. So the guy we had framework that was part of the new leadership network. Explain that a little bit.

[00:28:42.19] spk_4:
Sure. Yes. This is really just a shorthand, simple way of thinking about the different levels of the local systems that we were working on for us. The eye is like the leader, right? The individual Who are you as a leader? How do you show up? What is your You know, kind of, um, you know what? Your core values And how do you live that out? So one of the big lessons from Fresno to Stanislas was and Fresno. We were initially much more focused on the week for the network level, and then the system level the level, and we realized we were missing an opportunity to help these leaders build their own individual skills. So we brought an individual coaching as the court component of the program in Stanislaus again, as you said, we were iterating and learning and making adjustments as we went, which, by the way, is very much in the spirit of design thinking. It’s about iterating and constant improvement and refinement. The we is really the network level. So when we talk about, we were like, Who’s the greater we in a community who are the leaders are gonna join, you know our forces and solve problems. And so for us that we was actually building those relationships and building this network that cut across all of these lines of difference. Cut across sector, Silas cut across ethnic and racial difference, cut across political differences and so on. So the we was really about the network and, you know, I can talk a little bit later. If you’re interested in terms of how we evaluated, what impact we saw, Um, and then it was really the system level. So what are you know, the big problems that we’re trying to solve? What is the objective of our coming together and building our leadership skills? Building these relationships? It’s to solve these problems. So the it was kind of the container for thinking about, you know, everything from, um, racial justice in, you know, local law enforcement systems thio creating early childhood development programs to give low income kids. You know, that head started that boost, that they need to be ready for kindergarten. So we saw all kinds of different collaborations and projects emerge from this program. And that’s really what we’re talking about when we talk about the it is the work itself. And you know, the projects in the programs that were driving direct impact on the community. And I hope after the next break, tony, I’d love to talk a little bit about some of the impact that we were seeing on these different levels.

[00:28:45.32] spk_2:
We’re gonna get to impact. Oh, absolutely. Yeah, yeah. Uh um, it may not be right

[00:30:13.22] spk_3:
after the break, though. Give me a chance. I want to flush out. I want to flush out of them or I we it. But we gotta take this break right now. Quote. We’ve been very happy with Cougar Mountain. It’s rare to encounter a problem with the software, but they are always there to help walk me through it. End quote. That’s Sally Hancock in Altoona, Pennsylvania. More raves about the Cougar Mountain customer service. They have a free 60 day trial on the listener landing page for Cougar Mountain accounting software, and you’ll find that at now time for Tony’s Take Two. Your Decade Plan for planned giving. It’s not only the beginning of a new year, of course, but, ah, new decade. So my thinking was, What if you started planned giving in 2020. You kicked off your plans giving fundraising program this year. How far could you be by 2029? Very far. You’ll be amazed at what you could be doing over the next 10 years and in the 10th year, if you start your plan giving program this year, you and I hear this so many times I’m guessing if you don’t have. If you’re not engaged in planned giving, you probably are cursing your predecessors for not having started it 10 years ago, so you don’t want to be cursed by your successors. So if you start in 2020 you can be offering all different kinds of gift vehicles way beyond the request that I always urge you to start with.

[00:30:26.07] spk_2:
You could in 10 years you

[00:30:57.74] spk_3:
could even be at the point where you’re forecasting planned giving revenue based on the years prior. So I say a lot more about this in a decade plan. I’ve got your decade plan for planned giving. It’s in the video, and the video is at tony-martignetti dot com. And that is tony Steak, too. Now let’s go back to social change his system to change our third entry in the innovators. Siri’s talking with Heather Macleod Grant, co author of the book leading systems Change.

[00:31:06.44] spk_2:
Okay, Heather, Um, so the you’re you’re I training. I just wanna make

[00:31:10.18] spk_3:
a few points that stood out for me, the not the I training, but the eye component of the highway. Yet you’re

[00:31:19.54] spk_2:
clear to say that it’s not, as you did

[00:31:26.67] spk_3:
say, earlier. But I want Oh, I like to hit points home out of maybe I bludgeoned points to death, but it’s not. It was not individual management management training. Not not about heroics and individual is, um, you make that point?

[00:32:39.14] spk_4:
Yeah, absolutely. So we It’s interesting. There’s been a whole body of work around in the social sector. Run Collective impact. Right? Collaboration like that’s been a huge thing for the last decade. Distance changed systems leadership. There was an article written in Stanford Social Innovation Review a few years back by FSG writing about systems leaders with Peterson Gay, who’s a great system sinker and theorist out of M I T. Um, So when we designed this program, we were very intent on thinking about leaders who are giving back and want to lead to change systems, not leaving for their own ego, not leading to get to the top of the career ladder, not leading with a really hierarchical kind of mindset, but really leading with a systems mindset or a collaborative mindset. So we, of course, designed the eye components very differently from a number of traditional leadership programs. But this is not just about elevating yourself above everybody else. Uh, this is really about being someone who could bring others together in the community

[00:32:45.45] spk_3:
who can

[00:32:55.47] spk_4:
facilitate hard conversations who can help create a shared vision who can help people collaborate and build trust, um, and can help move these groups forward across these diverse lines. And so, systems leadership really is quite different than how I think we traditionally think of leadership. Like the kind of heroic individual the Shackleton, you know, I’m gonna get to the North Pole. Um, no matter what and on. So So we really drew under the whole body of work. And I don’t want to bore your listeners with all the theory, But there’s a whole body of work around servant leadership systems, leadership network leadership that were really drew upon to inform kind of the model of leadership we were trying to instill in these folks.

[00:33:34.74] spk_3:
Well, this is my listeners need to get the book because the resource is air listed. Uh, why don’t we make it explicit? We’ll say it again. If I forget to say it at the end, you can remind me to say that you can just say again how dear listeners get the book

[00:33:47.88] spk_4:
so they can go to the website new leadership network dot org’s Just Google It. Or if you, Google leading systems change the title of the book, it should come up in a Google search. It will take you right to that website platform for the New Leadership Network, where on the home page you’ll see a very obvious link to download the book. You can also go to the Open Impact Website, my firm, open impact dot io and under our thought leadership, an inside page. There’s also willing to download the book

[00:34:20.12] spk_2:
removed

[00:34:20.43] spk_4:
multiple ways. But if you Google leading systems change should be one of the top links

[00:34:25.67] spk_3:
are just new leadership network dot org’s.

[00:34:30.66] spk_2:
Okay, okay, Now, in the in the week

[00:34:38.61] spk_3:
component of this, you make the point again. Something struck me. Stood out for me was that working in community in network goes back to ancient times.

[00:36:18.13] spk_4:
Yes, so we don’t pretend that we have invented something brand new. I think you know, human nature is, you know, the very core were tribal and social people, right? We lived in tribes before we formed cities before we formed city states before we formed nations. Um and so at our core, I think human beings are social living community. But what I think is different over the last few decades through sociology, social network analysis on a lot of these new tools that we use network mapping, which is just a kind of fun hi tech tool where you can actually show the linkages between people increasing over time. You could start to quote unquote measure social capital in a community. I know I’m geeking out a little bit, but we really used again a lot of the the frameworks and theories around network and social networks and how relationships get formed to inform how we helped these leaders, you know, build built this community locally and again. There’s examples of the different tools, and resource is in the book. But I think at the core, you know, if you think about LinkedIn, I know Facebook is kind of in the dog house these days. But if you think about the theory underpinning online social networks, it’s not actually that different. I think the biggest difference is when you’re working in face to face networks and people living in a shared community not just online. It’s not just virtual, you know, they see each other at the grocery store. They run into each other,

[00:36:21.14] spk_2:
like having kids

[00:36:35.87] spk_4:
at the same school. They have a shared context, and they have shared problems that they want to solve. And so that was kind of the backdrop, for for bringing people together and very intentionally helping them start to build this trust and understanding with one another in a shared understanding of their community, so that they could start to collaborate on problems.

[00:36:48.38] spk_2:
And in the end, the systems that that is not part

[00:36:50.78] spk_3:
of sort of Western thinking and teaching to think of the system, the systems that were trying to impact.

[00:37:01.43] spk_4:
Yeah, So it’s interesting Western thinking, you know, historically, the kind of

[00:37:06.67] spk_2:
scientific break

[00:39:17.37] spk_4:
a problem down into its smallest component parts. And if you look a like academic framework is all about specialization specialization, you become a very specific expert at a very specific thing. Systems thinking is almost the opposite. It’s about seeing the big picture. I would argue that, you know, yes, it has sort of flavors of Eastern thinking in Yang Dynamics, but it’s actually been a part of our history and culture as well. If you look a TTE, for example, environmental sciences, they look at ecosystems. They look at how you know that the whole video online that went viral around the wolves in Yellowstone and how reintroducing wolves into an ecosystem actually fundamentally changed the course of the river’s right, which is kind of mind boggling. But you actually look at the way things interact with one another. The systems thinking is about the inter relationship of different dynamic systems and how you know kind of cause and effect moved on, how certain things influence other things. Um, so so looking at systems thinking, you know, and by the way, that engineers think in terms of systems, you know the Internet is the system, if you will. Capitalism is our democracies system. It’s got lots of component parts parts. So by looking at systems, you actually start to see the inter relationship of things and not see things in isolation, as we’ve often been taught in school, where you have very specific subjects and they’re all in their boxes. So it’s a much more interdisciplinary ways, thinking it’s a much more holistic way of thinking and again, it really focuses on how things are in a related like for example, you know, I’ve done a lot of work in early childhood development space. We now know that if a child is growing up with trauma in a community where there’s violence or where they may not have a regular parental presence or there’s a lot of instability that’s actually impacting their brain, which impacts how they perform in school, which impacts whether or not they can become a self sufficient, contributing citizen, right and hold down a job. So these air, these are complex systems that were working in. And I think we would, um, do better if we actually look att, these some of these issues much more holistically and start to see those interconnections.

[00:39:32.62] spk_3:
I feel like other other countries. Other cultures are further ahead in their thinking then and teachings then then we are in this respect.

[00:39:41.98] spk_4:
Well, it’s interesting. I mean, that’s really interesting question. I haven’t thought about it that much in terms of the international context. I do know there was a whole again we didn’t invent any of these frameworks. We actually drew upon whole bodies of literature and deep research and deep theory on practice. The system thinking has actually been around for 2030 years. There was a great author named Danela Meadows, who was writing about environment and climate change, which is is perhaps the definition of a systems problem. Climate change is not one thing

[00:40:12.16] spk_2:
driving it.

[00:40:42.72] spk_4:
It’s many, many, many things. It’s the way we set up economic incentives so that companies complete but not have to pay for the the impact of that pollution, right? It’s the way we’ve set up consumption, people ordering things to their house and Amazon, which leaves more packaging with, you know, I could go on and on, but again, it’s kind of looking at that problem more holistically. So that’s been around, particularly in environmental field for quite a long time. And systems dynamics also again informed things like how the Internet was designed. It’s been around for a while, but it’s perhaps not a mainstream. It does tend to be a little bit academic and a little bit wonky, and I’ve worked with some of these folks who have Ph. D’s and systems thinking, and they want to build the really complex, dynamic models like that spaghetti diagram of Afghanistan in The New York Times about a decade ago is the perfect example. So it tends to be a little wonky. Therefore, it hasn’t gotten as much mainstream traction. Um, yeah.

[00:41:11.68] spk_2:
Okay. Okay. Um, so the let’s transition

[00:41:18.49] spk_3:
to the impact. Um, and we just have about two minutes now before break before our for our final break.

[00:41:22.56] spk_2:
So on the on the individual side and we’ll get to the communities as well. But on the individual side, what kind of

[00:41:29.03] spk_3:
changes did you see as people went through the new leadership network?

[00:41:49.47] spk_4:
So a lot of different changes. We tracked this mostly through self reported survey. So again, it’s, you know, it’s it’s not perfectly scientific, it’s not as objective is measuring, you know, physical changes. But we did. We did track changes over time and individual leaders, and we we saw a lot of different things. So first of all, many of them self reported much greater confidence in their leadership abilities, thehe bility to actually talk about and understand community problems and bring people together to solve those problems. So we have lots of data on that, just in terms of they built new skills, they enhance their confidence. They felt more optimistic

[00:42:15.29] spk_2:
about

[00:43:02.20] spk_4:
solving problems in their community. They no longer felt so isolated or alone. We also saw external changes, like about more than half of the leaders and the president. Network changed job. Who’s in the 1st 2 years? Which is kind of interesting. I mean, I know we live in a society where people don’t tend to, you know, be the 30 years lifer at companies anymore. That world no longer exists. Then there is much more fluid ity. But what we saw with people after getting promoted into position within the community, where they might have been the vice president or an associate director at a non profit. They were then promoted to be the executive director of C E. O as an example, or they were hired to run a new, bigger organization. So we saw career changes. We also saw them joining boards and commissions. At one point, we tracked the number of different boards that leaders of the New Leadership Network and president had joined in. It was pretty astonishing, like they were all recruiting each other for different boards and commissions, and they were also starting to put their names forward to join public commissions being run by the city or the county government so that, you know, it’s almost like we created a leadership pipeline

[00:43:24.35] spk_2:
for

[00:43:25.12] spk_4:
the community by identifying these leaders, lifting them up, giving them skills. And then they got they started to be tapped by other people and other organizations in the community.

[00:43:35.90] spk_2:
Well, they trust each other. They know each

[00:44:11.13] spk_3:
other there. They’ve gotten beyond you know, as you said, beyond the superficial T know that these they they want to promote themselves and each other in the community. So you know that they’re proposing that they’re proposing each other for leadership is it’s gratifying. But based on everything you’re describing, it seems like it would be, it seems obvious that would happen. I know, you know. I’m not saying you should have predicted it just everything. The way you describe it and having read the book, it’s a beautiful outcome. Radio put it

[00:44:18.30] spk_2:
that way. All right, let me take this last break turn to communications. Did you ever wonder

[00:44:43.64] spk_3:
how some nonprofits always get mentioned in the news? It’s because they work to build relationships with journalists who matter to them and their issues turned to can help you do that. Their former journalists, including for the Chronicle of Philanthropy, build meaningful relationships that lead to great coverage. They’re a turn hyphen to dot CEO. We’ve got butt loads. More time for social change is systems change.

[00:44:50.28] spk_2:
Let’s talk some about

[00:44:52.97] spk_3:
the, um, the community impact that you saw I love. I gotta shout out the one in Stanislavs there was a campaign. That shit is rigged.

[00:45:03.59] spk_2:
Ship is rigged campaign. You don’t start

[00:45:04.82] spk_3:
with that one, but I definitely want to flush it out. What did you see in the communities?

[00:45:09.35] spk_4:
Well, that one in particular was about getting more minority candidates to run for elected office

[00:45:14.31] spk_2:
because a

[00:45:14.67] spk_4:
lot of people of color who went through the network were frustrated that, you know, like many communities, I think President Stanislas has often been governed by people who sort of looked a certain way, came from a certain background.

[00:45:28.03] spk_3:
You know what

[00:45:28.45] spk_2:
I have been for eternity

[00:45:29.71] spk_4:
together in college

[00:45:30.85] spk_3:
white, middle aged man,

[00:45:52.72] spk_4:
mostly older, mostly boomer, mostly male, mostly white backgrounds. And so some of these people of color and Stanislas decided we need to start teaming up supporting one another to run for local elected office so we can have more diverse leadership that actually looks like the community. It looks like the demographics of the community. Look, just one example there are. There are hundreds of examples, and again we go into more detail in the book. But I’ll just pull out a couple of of my favorites and

[00:46:00.04] spk_2:
talk about

[00:47:37.50] spk_4:
the impact. One Partnership and Fresno, for example, started really working on early childhood development. There was a pre existing network in the community doing this work, but they started to come up with all kinds of creative ways to engage new participants in helping get low income kids ready for kindergarten. So they actually trained moms. They help moms in low income neighborhoods train other moms on preparing their Children for school, reading to them, helping them learn the alphabet, helping them get ready to start school. And just a couple of months, the program led 138 parent education workshop. That’s just one example. Another example in Stanislas was where police officers, um were, you know, historically the relationship between communities of color and law enforcement have not been so great. So, um, a team and Stanislas brought together through the Sheriff’s department brought together law enforcement officers with community members to talk about some of the challenges and problems around racial profiling. You know, shooting. You know, these shootings that are happening, black and brown boys and men of color and so on. And by having that dialogue, they really started to think about how they could change their training program for law enforcement officers and experiment with new ways of training them to be much more sensitive communities that they’re working in. And then one of their last example. I think that was great. In standard crosses, the county department launched an initiative to identify the 150 individuals who had the highest hospital, psychiatric and emergency room admissions. And again, we see

[00:47:41.39] spk_2:
this in

[00:47:41.65] spk_4:
every community where it’s often just a very small percentage of the population of homeless people were actually driving the most cost on the system

[00:47:51.80] spk_2:
because

[00:48:19.73] spk_4:
they’re cycling in and out of emergency rooms and medical care because of mental illness or substance abuse. So what? So they reached out to 10 of these individuals of the county department did and did interviews and really tried to understand their situation and used that input to actually think about design, a program that was actually much more responsive. I sort of got to root causes of working with these individuals, helping them connect to the support that they needed to address the underlying health issues and to get off the streets. So those are just a couple examples. Again, there’s many, many Maurine, the book and, you know, in President we saw 80 different projects and collaboration started by members of the network in just the first few years. So really fascinating how, when you bring them together, you empower them. You give them relationships and support and the common tool kit they can. And then you turn them loose on their community. They start doing really, incredibly innovative things.

[00:49:08.58] spk_3:
Yeah, it’s awesome. Uh, they’re uplifting to read, and you’re right. There are a lot more examples in the book. Let’s talk. We gotta balance the rest of our times, like seven minutes or so between challenges and opportunities going forward, so I don’t wanna spend too much on either one. So let’s start with some of the challenges like you talk about patients money. Let’s spend a couple of minutes talking about what you see some of the challenges going forward.

[00:49:50.80] spk_4:
Yeah, well, the problem itself has completed. So one of the challenges in our sector and I think anybody who works for a nonprofit out there will certainly identify with this. The Irvine Foundation changed their strategy. They had new leadership come in about five years ago, and they went through a whole strategic planning process. And they decided to focus on specifically targeting programs, dealing with income inequality and creating career pathways an opportunity for low income families. So this program no longer fit into their new strategy. They sunsetted it, the money ran out. So we’re no longer actively running the program. Although what I would say is that these networks have been embedded in the community and in Stanislas in particular, we partnered with the community Foundation is kind of the host of this work, and they’re continuing the work without Irvine funding. Without US leaders, it’s almost like we came in. We catalyzed it. But

[00:50:12.07] spk_2:
now

[00:51:02.84] spk_4:
work continues, the relationships continue, but I will say that for anybody seeking to replicate this in other communities. Having the funding to bring in professional facilitation, I think, really matters. Umm, having the ability to bring in a backbone organization or a host organization like the Stanislaus Community Foundation also really, really helps to embedded in the community. We were outside consultant living in the Bay Area. I mean, I was from Fresno, and you, the context really well and growing up, there are still a family there. I’m still an outsider. I’m still living in the berry, I don’t know the day in and day out. So having someone in the community who you know really, really embedded, I think helps, um, with that transition from the formal part of the program to kind of maintaining the momentum after the program ends. So those are just a couple of the things that we’ve seen Think for other communities looking at doing this, you know, definitely finding some funding, finding a host organization that combined maybe a neutral into be not trying to impose their own issue our agenda.

[00:51:16.56] spk_2:
But

[00:51:50.27] spk_4:
the platform for this work happen. And then I think also lastly, I think really critical to bring in equity limbs to this work we learned a lot of hard lessons about that. In Fresno, we had an all white training team. We weren’t really talking openly about racial dynamics power dynamics because, you know, this is hard stuff, and in Stanislas, we totally changed it up. We brought in a much more diverse team, and we really started intentionally bring conversations about race and power and equity into the room, because that’s really at the heart of a lot of where the system’s kidding stuck. So there would be some of the challenges for communities wanting to tackle things would be.

[00:52:12.04] spk_3:
The book is very clear about your very honest about the lessons you learned from Fresno to Stanislaus. Like you mentioned, having a backbone organization seems critical, etcetera. End the diversity of the the facilitators. Alright, so good. Thank you. That was concise. Thank you very much. Um,

[00:52:16.40] spk_2:
let’s let’s talk about some of the opportunities.

[00:52:21.99] spk_3:
I mean, you know, you when you mentioned those impacts, it seems like the opportunities air vast for for a community toe to take something like this on.

[00:53:58.82] spk_4:
Yeah, I do. I mean, look again. We had a little bit of the Irvine Grant left and we decided you know the best thing we could to for the, you know, the program itself. And President Stanislas isn’t going to continue, but but there’s no reason the work can’t continue. Right? So we took the remainder of the grant and used it to write up this workbook so that we could open source it and put it out there and encourage other communities to experiment with this, um, and try starting something like this on their own on the reason I say that is you know, I do think there’s a huge opportunity in this country right now. I mean it, You know, for anyone listening, is an activist running a non profit, you know, even working in philanthropy. This is a very hard time, right? We’re a difficult moment as a country with political polarization, rising income inequality. Um, you know, massive challenges around climate change around the opioid praises around systems like health care and education, that air just not performing as well as they should. So I think the positive the silver lining to all of the problems is these are also huge opportunities for people to get really creative. Stop doing business as usual. Stop doing what we’ve been doing in the past. It’s not working and start to really dig in and look at these problems and think about how we can collectively solve them. I mean, I think if I, you know, left your listeners with, you know, sort of a parting thought. You know, the way I think about this these days is there’s nobody coming to save us. We’re not gonna look to Washington to save us, right? Not have a thing with Washington’s pretty much tied up in a political impeachment trial at the moment.

[00:54:06.79] spk_2:
So what

[00:54:51.33] spk_4:
can we do in our communities to empower ourselves and to identify those people who are already cut out for community leadership, who perhaps have the emergent and nascent abilities? But they just haven’t been lifted up. They haven’t been lifted up within the community. They haven’t been able to connect to the other leaders that they really mean to be in solidarity with the tackle these problems. So yeah, so I think that’s my hope and my optimism is around the potential for this work in other communities and look different communities are already starting to lose it in very different ways. I know David Brooks had a convening of people working at the community level, you know, about a year ago in D. C or six months ago in Washington, D. C. And we’re seeing other communities that air coming up with innovative ways all in their own default these problems. So I think that’s where the hope is. I think we need to then identify these bright spots and start lifting them up so that we can all learn from these experiments. On the ground.

[00:55:07.74] spk_3:
Have the Macleod Grant, co founder of Open Impact. You’ll find them at open impact dot io. She’s at H M C Grant. You’ll get the, uh, the book ah free download Has Heather said at, um, New Leadership network dot or GE. I’m very sorry that Ah Dean couldn’t be with us. But Heather, thank you so much.

[00:55:27.82] spk_4:
Thank you, Tony.

[00:55:31.16] spk_3:
Thanks very much for sharing. We

[00:55:31.28] spk_2:
got late Breaking live Listener Love, Fukuoka, Japan Falls Church, Virginia, Burnaby, California Rahmbo Way, France. I apologize if that’s bad. San MATEO, California

[00:55:43.94] spk_3:
I know I said that right.

[00:55:45.29] spk_2:
Berlin, Germany. Good and dog, Germany to two inch Berlin. Good dog and young son,

[00:55:51.75] spk_3:
Korea on your house. Oh, comes a ham Nida,

[00:55:57.00] spk_2:
Thank you so much for joining us next week.

[00:56:04.02] spk_3:
Our innovators, Siri’s continues with the return of Peter Shankman on new road diversity. If you missed any part of today’s show, I beseech you find it on tony-martignetti dot com.

[00:56:09.45] spk_2:
Responsive by wegner-C.P.As guiding you beyond the

[00:56:38.19] spk_3:
numbers. Wegner-C.P.As dot com What I just realized Peter Shankman is not on next week. He’s on two weeks from now. So, uh, next week is Alex counts. Sorry about that, Alex. Yes, Alex counts is next week. And then in two weeks of Peter Shankman, you know how to see how desperately I needed an intern to blame for this shit. That’s unbelievable. Unbelievable. Let’s start again with the sponsors. Bye wegner-C.P.As guiding you beyond the numbers. Wegner-C.P.As dot com by

[00:56:42.75] spk_2:
Cougar Mountain Software Denali

[00:56:44.46] spk_3:
Fund Is there complete accounting solution made for nonprofits tony-dot-M.A.-slash-Pursuant Mountain for a free 60 day trial

[00:56:59.80] spk_2:
and by turned to communications, PR and content for nonprofits, your story is their mission. Turn hyphen to dot CEO. A creative producer is Claire

[00:57:04.98] spk_1:
Meyerhoff. If she’s still willing to do the show after this. Oh my God, Sam Lee Woods is a line producer. He’ll probably still be around shows. Social Media’s By Susan Chavez I hope she stays. Mark Silverman is our Web guy. Help Male? He’s probably good, and this music is by Scott Stein licensed it. So he’s not going anywhere

[00:57:19.81] spk_2:
with me next week for non profit radio big non

[00:57:40.31] spk_1:
profit ideas for the other 95% Go out and be great talking alternative radio 24 hours a day.

Nonprofit Radio for December 6, 2019: Big Impact

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Vivien Hoexter: Big Impact
Let’s learn the best ideas from the brightest leaders in social change. Vivien Hoexter is co-author of the book “Big Impact” and she shares lessons and reflections from the authors’ interviews for their book. (Originally aired 4/27/18)

 

 

 

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Transcript for 468_tony_martignetti_nonprofit_radio_20191206.mp3

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[00:00:13.24] spk_2:
Hello and welcome to

[00:01:19.44] spk_3:
tony-martignetti non profit radio big non profit ideas for the other 95% of your aptly named host. Oh, I’m glad you’re with me. I’d be hit with excess dough, sis if you shared the boneheaded idea that you missed today’s show. Big impact. Let’s learn the best ideas from the brightest leaders in social change. Vivian Hexter is co author of the book Big Impact, and she shares lessons and reflections from the author’s interviews for their book that originally aired April 27th. 2018 on tony Steak to the Legacy Fallacy were sponsored by wegner-C.P.As. Guiding you beyond the numbers wegner-C.P.As dot com But Cougar Mountain Software Denali Fund is there complete accounting solution made for nonprofits tony-dot-M.A.-slash-Pursuant. Martin 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. Here’s a big impact.

[00:02:12.88] spk_0:
It feels so good to be back in the studio and to have a guest in the studio. She’s Vivian Hexter. She’s sitting here life. It’s unbelievable. She’s right here during extra, she’s co author with Linda Hartley of the book Big Impact insights and strategies from America’s non profit leaders. She’s a principal also with Linda Hartley of H two growth Strategies. I’m gonna ask her if she does anything without Linda Hartley if they’re married or they’re married to each other’s brothers or something. I don’t know. Um, also talking about this company name. I think you blew it, but we’ll get to that. Um, So what do Vivian and Linda do in H two growth strategies? They advise nonprofits and foundations in strategies, effective marketing and increasing revenues both earned and contributed. She also coaches executives. She was CEO of Gilda’s Club Worldwide. You know them? The red doors. Everybody knows them. They are at H two growth strategies dot com, and she is at the Hexter. Welcome, Vivian Dexter.

[00:02:20.84] spk_4:
Thank you, tony. It’s great to be here

[00:02:26.12] spk_0:
for pleasure. Pleasure to have you in the studio. Um, this book You, uh you interviewed lots of people. We did Hominy, Hominy, non profit leaders. Did you seek out

[00:02:31.76] spk_4:
near it Turned out to be nearly 50

[00:02:38.40] spk_0:
50. Okay, but the cover only has 21 pictures that the top 21 of the 50

[00:02:40.16] spk_4:
those air the 21 who are featured

[00:02:48.15] spk_0:
those eyes that how it works. Okay, those are the ones I read about that featured okay through. But then you had quotes from another 39. That’s that’s right. Okay. Over how many years you you talk to these people.

[00:02:58.61] spk_4:
So the process from start to finish took us about two years. The process of interviewing and then writing and editing and publishing the

[00:03:06.36] spk_0:
book. Now, how do we know that you’ve got the best 50 non profit minds? How did you select out of the thousands that are available? Really?

[00:03:11.24] spk_4:
Well, I have to say it’s a highly highly subjective

[00:03:14.12] spk_0:
list. Your friends Well, ones that would meet you on your timetable.

[00:03:59.21] spk_4:
In some cases, we knew the leaders before we approach them, but that was a really not very many of them did we know? So we really wanted to get a kind of a sampling of folks from the different, if you will, the verticals in the nonprofit sector. Because if you look for books on leadership, you find hundreds of corporate books, but not very many non profit books. And when we looked for non profit books on leadership, we found one for Christian leaders. One for Jewish leaders, one for museum directors. Ah, but not one for leaders who who work in any number of health, the environment. Education. So we really trying to get a broad sample of missions on dhe segments?

[00:04:21.51] spk_0:
Okay, So you thought through this project we did it is not just slapdash, no. Okay. Thrown together. All right, so the book is worthwhile. All right. I’m gonna make sure we got the brightest minds here. We’re gonna be talking for an hour. I don’t want to be. When we talk about advice from lackluster, lackluster leaders, we wouldn’t

[00:04:23.97] spk_5:
We wouldn’t dream of having

[00:04:29.10] spk_0:
poor performers. No, no, no, no. Okay. Okay. Um, now, you you mentioned before we went on air. You’re back in your neighborhood. This is the West seventies. Very comfortable to you.

[00:04:35.28] spk_4:
Yes. Yes. I love for 15 years.

[00:04:37.67] spk_0:
A life experiences, right? Yes. Within a few blocks of

[00:04:41.89] spk_4:
Yes. Yes, Like a trip down memory lane.

[00:04:43.23] spk_0:
All right. You said, uh, you said married. You say born. No, You weren’t born here. No married?

[00:04:50.51] spk_4:
No, no. Married when I was single. Then I was married for the first time. And then I was divorced,

[00:04:54.56] spk_0:
all within a few blocks of

[00:04:55.62] spk_4:
all within a few blocks

[00:05:01.84] spk_0:
with studio in West 72nd Street. All right, cool. Any place is Ah. Look familiar. The bank on the corner, Chase Bank. Oh, that’s where you had to divide your accounts. It’s where you go in there and get them to separate your mind. A nice That’s a That’s a lovely memory. Okay. Any other? Any good places?

[00:05:13.52] spk_4:
Oh, there’s some wonderful shops on Columbus Avenue

[00:05:17.59] spk_0:
top shoes. Still here? Oh, yes. Here’s

[00:05:19.72] spk_4:
the shop. I used to shop a tip top there. Good. Good place to share an

[00:06:28.06] spk_0:
excellent shoe store. What are, uh, by the way? Yes, I have a couple of shoes. The shoes of the roots I’m wearing today. The rain boots I’m wearing today. Tiptop shoes. Shout out to them. Uh, all right, so that’s free. Free media for them. All right. Um, let’s go back to your book. So you break it down into like, you have. You have a lot of interviews, Um, and you break it down into subjects, and then you and you and Linda comment on, you know, like leadership and getting your house in order and being persistent. It’s okay. So, uh, I I’m certainly gonna give you a chance to talk. About what? What’s tops for you. Like what stands out for you, But I come first. Absolutely. It’s your show. Thank you. Usually, I have to say that, you know, I have to remind guests I appreciate you’re acknowledging that without prompting leadership, I’d like to talk about the leadership leadership section. Huh. Um, you get some advice from, Ah, A few people have been on the show. Actually, Henry Timms has, uh, has been on. So I’m working on getting him back as he has a new book, you know, Does new power? Yes. Fine. Wegner. Figure out what new power is. Yes, and hear how you can embrace it. Own it. So we’re working on getting Henry Timms. Of course he’s the, uh I don’t have a CEO. Whatever. Executive director of 92nd Street y So he says he must, You know, build your your your e I your emotional intelligence as a part of leadership. Talk a little about being that humanist.

[00:06:45.01] spk_4:
Yeah. So? So you asked me What? What? What stood out for us? Or you said

[00:06:49.38] spk_0:
you were gonna let me about it comes if you if you can blend them together. That’s very talented,

[00:06:53.54] spk_4:
right? So, in fact, the

[00:06:56.15] spk_0:
don’t bother asking you later.

[00:07:40.04] spk_4:
The emotional intelligence of the leaders we spoke to was really, really striking. Tow us, Really striking. So and Henry Timms, I mean, almost to a person. And even if they admitted to not having been so emotionally intelligent when they were younger, they really, really focused on becoming that. And they clearly were. They admitted when they were wrong, they were able to turn tragedy into something greater. They they were working on diversity equity and inclusion, even if it was uncomfortable. If they were white males, for example, eso So they really they really exhibit kind of the the into to a great degree, the characteristics that you would want in a person you worked for?

[00:07:46.82] spk_0:
Yeah. Admitting you’re wrong. Yes. A bunch of people have touched on that. Yes, uh, being having uncomfortable conversations, um, sharing with staff when you’re not confident in something. Yes. You know, anything you want to flush out about why that makes you a good leader.

[00:08:05.13] spk_4:
Well, I think it’s it makes you a good leader in the in the 21st century. I don’t think it probably did in the past when leadership was about command and control and right. So but But in the 21st century, where, um,

[00:08:18.42] spk_0:
we’re here now? Yeah. This current?

[00:08:25.89] spk_4:
Yeah, where information is so readily available to everyone. It’s really important to be honest and vulnerable with your staff because they’re They’re probably gonna find out anyway if you

[00:08:46.53] spk_0:
Yeah. No, I’m sorry. I raised my She’s just so, like I wantto say the s o r. Scared her by raising my hand. Um, yeah. People think that vulnerability is a sign of weakness. I think it’s actually sign of strength. It’s a sign of confidence that you are willing to be vulnerable in front of staff and audience, whatever.

[00:08:58.02] spk_4:
Right? But that’s because you’re a modern man.

[00:09:00.54] spk_0:
Thank you. All right, well, on that, we gotta go for a break. You believe that? All right, hold that thought. We’re gonna come back to that that immediate thought.

[00:09:32.70] spk_3:
It’s time for a break. We have used the service’s of wegner-C.P.As for many years. Their service is excellent. The auditors provide clear directions and timetables. They’re professional and thorough, but also easy to work with. They answer questions promptly. End quote. That’s an HR professional in Hillsborough, North Carolina. Do you need that kind of C p a. Would that be helpful for you wegner-C.P.As dot com Now back to big impact.

[00:09:34.73] spk_0:
Now, let’s go back to Vivian Hexter. Um all right, So what was the last thing you said? Uh, it was a very poignant sentence. You said

[00:09:40.82] spk_4:
I said, You’re That’s because you’re a modern man.

[00:09:57.83] spk_0:
Was it? Yes, that’s right. That’s right. Thank you for refreshing my recollection. Yes. Okay. We’ll come back to that point a few times. Um, yeah. No, but I think vulnerability is a very good sign of confidence and and strong leadership. I mean, in front of an audience or your staff or whatever. You know, it’s a sign of strength and confidence, I think.

[00:10:00.49] spk_4:
Yeah, right, Right. And I think so, too. And so do the leaders in the book. I would say not everybody believes that right? In an hour analysis. This is one of the things that really is a sign of emotional intelligence and of being a great leader for the modern, for the modern, non profit, and I would argue corporate era.

[00:10:42.34] spk_0:
Okay, Excellent. And, uh, self awareness, too. I guess that’s all Rats wrapped up really? In every Yeah, right. Yes, I D’oh! D’oh! Okay, um, see what l see. If it’s ah, exploring, there’s some, uh, there’s some thoughts about exploring life and work. You you make some points about, um, be an explorer. There’s some advice in the book about not following the path that others follow right out of college. You know, follow your own path. But But you and Linda also have some commentary on being an explorer in life and work.

[00:11:19.88] spk_4:
Yes. So I think a lot of a number of our leaders said you should really make sure that when you’re in your twenties, you get out of the environment in which you grew up and go somewhere else. So if you are not able to go overseas, go to another state. If you live in the north, go to the south. If you live in the South, go to the North because the experience of living with and working in another culture really is a huge benefit to developing that self awareness, the cultural awareness that is so important to being a leader in the global.

[00:11:53.04] spk_0:
How does this help you? I’m not. I’m not opposed to the idea. Although I’d rather see more people from the south coming north than me from the north going south. But, uh, no. How is this? How would this help me, um, expand my my leadership capacity.

[00:12:01.31] spk_4:
So when one of the traits of leadership is to be able to put yourself in the other shoes at least I I think so. And if you take if you take yourself out of the environment that you’re most comfortable in that you grew up in and put yourself elsewhere physically, right, you’re gonna be with people, even in the U. S. If you move from the South to the north who are different from you, who think differently, dressed differently, have different pastimes. And certainly if you go abroad, you’re going to be in a completely other culture. So I worked for eight years for F s intercultural program,

[00:12:33.38] spk_0:
American Field Service High School.

[00:12:38.48] spk_4:
Yes. So I have a real bias on this one. I’ll admit that I that I think that the people who are best able to deal with others and persuade them inspire them. Lead them Lead change with them are those who have really gotten out of their comfort zones When they were early in their careers and gone elsewhere to live and work.

[00:12:59.37] spk_0:
So they know how that feels. They could be uncomfortable. So so that encouraging others to do it in your work. Let’s test something that we haven’t done. Let’s try something different. I want we’re gonna explore a program that we have done etcetera. You know what? That vulnerable vulnerability. You know what that feels like?

[00:13:14.10] spk_4:
Yes. Yes. Because you lived correct. You live that incredible discomfort of being a stranger in a foreign land.

[00:13:30.41] spk_0:
Someone else who’s been a guest on this show that you Ah, you profile on dhe interview is are you finger? We love our Yes, I do, too. CEO of Do something dot or ge took over from Nancy Lublin and then non Now also, of course, they’ve spun off T m I. And she’s Is she the CEO of tea? Mm. No, no, she’s only do something.

[00:13:45.22] spk_4:
No, no, she’s radio

[00:13:46.66] spk_0:
of C m iles

[00:13:47.76] spk_4:
CEO and Chief old person.

[00:14:10.84] spk_0:
Old person. Okay. Okay. Of both. Yeah, um so she, she admonishes, may be too strong. I don’t know. She encourages mentor ship Finding a mentor. Yes, finding a mentor when you’re getting started and being a mentor when you’re in the CEO ranks, or as you’re working your way up, what’s the value to the leader? Let go because we’re looking at from leadership perspective. What’s the value of mentoring?

[00:14:15.57] spk_4:
The value is number one. You’re reminded where you came from. And if you’re supervising younger employees, which you almost certainly are, that it helps you to be helping someone who’s trying to get a job somewhere. It helps you to remember what it was like

[00:14:31.82] spk_0:
mom or empathy.

[00:14:52.89] spk_4:
And ah, and it also honestly, to be a mentor feels good. It’s it’s Ah, it’s a way of passing the torch, not passing the torch. Exactly. It’s a way of, um, paying it forward if you will. On and really making sure that the next generation of leaders has the same has has the benefit of your wisdom while you’re still alive.

[00:15:03.43] spk_0:
Yeah, Yeah. All right. How about for people who are younger, what’s the value of having a mentor?

[00:15:20.50] spk_4:
So it really you know, parents often tell their kids what not to do because they did it, and we’re sorry to do it. So you have to be a little careful, I think, because you want to help young people avoid some of the mistakes that you made when you were early in your career. Recognizing that they’re gonna have to make some themselves, you can’t prevent them from making some. But if you can point the way and if you can help them build their networks, which we all know, the networks are just critic

[00:15:44.38] spk_0:
critical for growing up. So if you want, if you want to continue in your career, you need tohave. Ah, robust professional network.

[00:15:51.51] spk_4:
Yes, yes, and a strong and powerful mentor who has lots of relationships from having been in the field for a long time. And if that person is generous and willing to share some of those relationships with you and introduce you to people, that’s one of the greatest values in mentor ship.

[00:16:09.42] spk_0:
Should you pursue a mentor? So now I’m looking at it from the person younger in there, non profit career, Uh, who’s in your organization or now you should really go outside. It’s kind of hard to open up to somebody because they’d be senior to you, right? That’s that. Seems little counterproductive.

[00:16:30.17] spk_4:
Yeah, I think it You really have to. If you want an authentic mentor relationship, you have to look outside

[00:16:36.34] spk_0:
the organization. Um, any What would you like to say? Now that has your chance. Um, now it’s all here, so your chance spotlight is on you, but leadership? Anything. Ah, you wanna You wanna add about leadership? That didn’t strike me?

[00:16:47.94] spk_4:
Um, no. I think what I want to do is talk a little bit about what happened after we did the interviews. Right? Because we had all of this material, right? And from having talked to nearly 50 people. And

[00:17:01.47] spk_0:
is it 50 or nearly 50? Now you’re You’re hedging,

[00:17:03.69] spk_4:
knows 47 but nearly 50 sounds, you know, more rounder, right? Yeah,

[00:17:39.79] spk_0:
but originally reset 50. No, it’s not 50. It’s 46 47 47 years. Structure. Precision. Absolutely. Your zeal. Read 21 profiles in the book, which is which are excellent. And then you’ll get you’ll get quotes from an additional, uh how many? 18 2020 28 people. That would be 40 maybe 49 2026 people. All right, let’s keep it straight on non profit radio. Yeah, absolutely. Don’t let the folks confuse you. No. Nor the guest, either. Okay,

[00:18:31.16] spk_4:
Uh, so the so we had all this material, this wonderful material, and we and we knew the book was about leadership because that’s what we set out, that the questions that we asked really were about leadership. But we thought, Oh, go. Oh, boy, The book has to be about something Maur than just leadership. And so what we discovered is that the book is really about the good news and social change. It’s about the how to make a lasting positive social change because many of the leaders we spoke with are actually doing that every day, making positive social change, often without a lot of fanfare, because it’s the nonprofit sector and no one has the money, the advertising budget that a Coca Cola or Pepsi has. And so So we wanted to do a couple things. We wanted people to recognize that in a time when there’s lots of not so good stuff happening, that there actually is a lot

[00:18:41.69] spk_0:
of a lot of good stuff

[00:19:06.11] spk_4:
happening. We wanted more people to know about that. Good stuff. Ah, and we wanted people to be ableto learn from the steps that these leaders outlined for us that became the principles of seven principles that bracket the book. We wanted people to be able to learn from that to make change in their own communities. Let you know. I mean, if they’re working in their own communities, it could be their states, their countries. But the idea is that there’s practical knowledge to be gained here as well as sort of principles. And what have you

[00:19:50.59] spk_0:
Yeah. No. And yeah, I like the details. I mean, that’s why you know, I like, you know, like find a mentor. Mentor? Yes. No. Up your game in. Ah, in emotional intelligence, etcetera. Yeah. All right. Um, can we Ah, I’d like to Ah, getting your house in order in your own organization upto up to where it should be. Right? Principle number two. Yeah, why don’t you Why don’t you overview that and why? It’s important to walk the walk and, um and then, you know, I’ll ask you I ask you something that stuck out for me.

[00:21:32.30] spk_4:
sure. So what? What are leaders told us? And we we really pretty much knew this already. So it was great to have all these leaders saying It is that if your organization is really functional and a good place to work in all the dimensions of what that means, then it’s going to be much easier for you, for your organization to be innovative and to have employees who stay in the organization rather than move on so quickly. Eso you’ll get good organization, you’ll get good institutional memory, and it’ll just be easier to make the change that that you wish to make that to achieve your mission, it’ll be easier and more effective. Ah, so and again, you know, getting your own house in order. It means a lot of things, right, So we have a sort of a selective list. You could list many, many, many things that a leader should do to make sure that his or her house is in order. But some of them include, and this is this is kind of ah ah, A stereotype Recruit talented, passionate employees. Ah, and then retain them. Ah, make sure you have a number two even if that person is not the obvious successor to you. Ah, those kinds of things, right? So in the kind of the human resource is, um, sphere, right? We thought these were really, really important. Make sure that that you’re working on diversity equity and inclusion. This is a, uh, something that all of our leaders are focused on now.

[00:21:35.34] spk_0:
And as a routine part of there. There there, work. It’s not a campaign, no campaign for divers. No, it’s just ongoing, always evolving. It’s always part of their hiring and retaining.

[00:22:04.85] spk_4:
Yes, this is It is another thing that really struck us about about what the leaders were saying is that they had you had to start somewhere when if you were working on diversity equity and inclusion and usually you have to start at the top. You know, the CEO would be the one to be the catalyst for it. But then you you could never stop. Uh, you and you had to keep addressing it from different angles and different levels of the organization, and that was something of a surprise to us.

[00:22:15.92] spk_0:
One of the people suggest hiring people that are smarter than you and including for your board. And he says, I don’t remember who it is, But he says everybody around him is smarter than him and again, including board. Um, again, you know, that’s that goes back to vulnerability. I mean, obviously, these things overlap, but, you know, getting talented people who fill gaps, that of knowledge that you were in the institution don’t have.

[00:22:41.04] spk_4:
Yes, it takes a lot of humility. Yeah. T be able to really do that. You know, everybody says to say it, but it is much harder to do. In practice, you really have to be vulnerable and humble to be able to admit that you don’t have all the skills, and you certainly don’t have a lock on the intelligence. Ah, and that seems to be It seemed to us to us to be a theme.

[00:23:34.65] spk_0:
You mentioned the hiring and, um, terror. This one I do know came from Terra Berry, CEO of National Court appointed special advocates. And it was interesting. Very poignant that she herself was a foster child. I did some training for a casa in, uh, in Albuquerque, New Mexico, someplace many years ago. Plan giving training. Um, she likes the idea of having a series of interviews to demonstrate a candidate’s commitment.

[00:23:37.11] spk_4:
We thought that was brilliant.

[00:23:38.37] spk_0:
You’re dragging them through? Yeah, yeah. You don’t keep showing up. If you have the patience for this, you can tolerate our work.

[00:23:43.81] spk_4:
Yes, yes. I thought that was really, really interesting. It’s part of the higher slowly fire quickly. Right. But it takes higher slowly to a whole new level, right where you should You keep creating excuses for the person to come back. Of course, its course. You planned it out right? But they come and they talk to one person, and then they come back and they get a tour, and then they come back and they talk to another person. Then they come back and talk to a volunteer. Or And the idea is that if they and particularly the young person, that if they have the patience to stay with you through a process that takes a couple of months, right,

[00:24:20.00] spk_0:
so interesting. Yeah, there are a few a few months

[00:24:30.13] spk_4:
that this that this could really, um, weed out some of the young people who just need a job and don’t have any interest in your mission. and really have no interest in the nonprofit sector.

[00:24:40.17] spk_0:
Yeah, they’ll just they’ll just drop it. I can’t tolerate that. It’s six along. Okay, um, somebody talks about, and it may have been you and Linda autonomy in decision making, giving employees autonomy, authority to make decisions.

[00:25:27.84] spk_4:
So that’s another s o. You know, Now you’ve got the talented, passionate employees, right? And you want to keep them. Ah, and one of the best ways to keep them is to give them autonomy and shale. Pollack house Sharansky, who runs a bank Street College of education. Ah was most articulate. I thought about this idea. Um, he talks about having been a, um, assistant principal in a high school in Queens. Doesn’t really matter. Um, and his boss was really, really clear with him about where they were meeting point a where they want, where he wanted him to get to meeting point B, but giving him great latitude in how to get from point A to point B with point B again being very clearly defined with measurable with metric since and so on. And I think if you think about bright people, they tend not all of them but they tend to want to try things they don’t want to be told what to do all the time. Ah, they really want to have the space to make decisions themselves. And this is what this is. What is meant by having having autonomy in this in this sense, and it’s a really again. It’s a really, really great thing to aspire to. It’s harder to do.

[00:26:22.54] spk_0:
Yeah, you have to have a lot of faith in the people you have employed. You have hired, uh, you have to be willing to delegate and give degrees of freedom

[00:26:26.40] spk_4:
and not micromanage

[00:26:41.31] spk_0:
right and and accept failure because everybody is not gonna make it to point B. You know, they’re gonna get derailed sometimes. Um, all those things I mean those right, those are all difficult. But But you tell me essential for growth, right? For the organization, growth individuals,

[00:26:45.90] spk_4:
Absolutely. And the idea being that you’re not, it’s not like you’re not going to check in with them between points and be right, you know, so that the things we’re really going awry, you’re gonna know it pretty early on. Ah, but yes. The idea is that autonomy is a critical part of growing up as as an employee and executive.

[00:27:19.15] spk_0:
It’s, um it’s Tom. Tom Dent, a CEO of Ah, Hugh Mentum. Who who says Take work seriously? Not yourself. Right. More humility. More vulnerability?

[00:27:45.60] spk_4:
Well, yes. And allowing laughter. Laughter not in the workplace. Yeah, laughter in the workplace. And maybe not just laughter around you, but sometimes laughter at you. You know, you make a silly statement or, you know, think about it. Really takes a lot of emotional intelligence to be able to allow people to laugh with you slash at you.

[00:27:51.34] spk_0:
It’s hard to imagine that in an office.

[00:27:54.24] spk_5:
Uh, well,

[00:27:56.19] spk_4:
I I’ve actually been in on it.

[00:28:27.44] spk_0:
That’s why I’m not an employee anymore. Wrong. I pick the wrong places. I would be a terrible employee. Now. I’m so autonomous that I would shoot myself in the interview just in an interview stage. I would, um, but yeah. No, I I’m thinking of the two CEOs. Yeah, there was No. Yeah. Now they would not have tolerated that, but it does with the nineties to, um Yeah, I mean, just yeah, don’t just just just be personable. I mean, just be a person nobody expects in this culture. We don’t We don’t expect perfection from our from our leaders.

[00:28:34.35] spk_4:
No. Well, maybe some people. D’oh! Ah, But what? We’re arguing that you that you don’t need to and that you shouldn’t.

[00:31:06.62] spk_3:
We need to take a break. Cougar Mountain Software designed from the bottom up. Four Non profits. What does that mean for you? It’s got what nonprofits need. Like fund accounting grant and donor management. Exceptional customer support. Fraud prevention. They have a free 60 day trial on the listener landing page at now. It’s time for Tony’s Take Two. The Legacy fallacy. I’ve been seeing this for years. Uh, plan giving promotional materials that talk about the potential donors legacy will help you plan your legacy. Uh, think about your legacy legacy giving on it. It got to the my, uh, front of my consciousness because I just did a webinar recently, and one of the questions lead with the premise that, you know, I know we have to talk about legacy giving, but and then he went on to ask, ask the rest of the question Um and I, uh I disagreed with his premise that you have to talk about legacy giving, and I disagree with the whole idea that legacy should be an important part of your plan giving promotion. I’ve had thousands of conversations with people in their sixties, seventies, eighties and nineties, and very, very rarely I can’t even remember. But I’m gonna I’m just assuming it’s come up once or twice, but it’s extraordinarily rare. Folks are just not thinking of themselves as leaving a legacy, creating a legacy. If your donors are, uh, George Soros or Donald Trump, they probably think of legacy. The average doner, the average plan gift donor. I hardly ever hear it. I can’t remember a time that I did, but I’m being generous. Um, it is not essential to talk about legacy giving, and I don’t think it’s right. I think it’s a mistake. That’s not what your donors are thinking about themselves as a legacy. They just think of themselves as donors as supporting your cause. In their estate plan. There’s more on the video and the video. You know where the video is. It’s called the Legacy fallacy, and it’s at tony-martignetti dot com, and that is tony Stick to let us continue with Vivian Hexter and big impact.

[00:31:27.78] spk_0:
Thank you, Vivian Dexter for obliging me. Ah, well, I do that. Thank everybody. Vivian. Of course. Co author of the book with Linda Hartley. Big impact. Um, there are consultancy is H two growth strategies dot com. Um, yeah. So I have someone I want to ask you about. That I think you blew it. The company name age to grow. It should be a TSH to grow. You should stop hte and then you get the water. Get the H two grand. I get the h two Hexter and Hartley. I get that h to grow. We should be h to grow And then we feed your roots We water your leaves. I don’t You know you could It’s to grow.

[00:31:47.90] spk_4:
Oh, wow. What? We’ll have to We’ll have to look and see

[00:31:49.89] spk_0:
take and should be h to grow

[00:31:51.72] spk_4:
Yeah, you’d be surprised by how difficult it is. Or maybe you wouldn’t be to get a girl that’s not taken

[00:32:41.24] spk_0:
tony-martignetti dot com was not to Ah, wasn’t is not very popular. Now I got to compete with the martignetti liquor dynasty up in the Boston Massachusetts era. Uh, you said you You told me earlier. You vacation on Cape Time? God, Do you know the martignetti liquor dynasty? A liquor stores, maybe. All right, there. They’re up there. You direct their supermarkets of liquor. Maybe Maybe our listeners. A lot of the settlers in Somerville, Mass. May know them, but these air supermarkets not just look corner stores. And but I got tony-martignetti dot com. I don’t know. Maybe they don’t have any Tony’s I don’t know. Um, I couldn’t get martignetti dot com They have that, uh, liquor barons. Okay. Um, I was also gonna owe Gilda’s club. Yeah, the red doors. Yeah. Yeah. You were CEO of Guilt for years.

[00:32:55.70] spk_4:
I waas and ah, it’s a wonderful organization. It’s now part of the wellness community. It merged with the wellness community after I left. At the time, we had maybe

[00:33:03.95] spk_0:
drive it into the ground, did it then? That’s why they merge. Know that there were There were inference. You made the inference available. I want us. I want to feel

[00:33:45.36] spk_4:
Yeah. Okay, go for it. So there were about 30 Gilda’s clubs throughout North America and I had to visit everyone. Ah, and we I inherited an organization where the founder and principal funder was us was beginning to, um, not want to be the sole supporter of the organization any longer, okay? And so we had to build the board, and I have a board that would really contribute in fundraise a significant amount. And we, um we doubled the revenue in the time I was there. We developed? Yeah, it was It was a good It’s a wonderful organization, you know? It provides emotional and social support for people with cancer, Their families and friends.

[00:34:13.51] spk_0:
Yes. Oh, families and friends, too. I was just for the cancer patient survivor. No, not true. Okay, um let’s see, uh, what would you like to talk about? I have other topics. I want good, But what what strikes you about all these 47 interviews? What? What moves you the most?

[00:34:16.64] spk_4:
It was inspiring to talk to these leaders.

[00:34:19.59] spk_0:
Inspiration? That’s one of things I want to talk about. All right.

[00:34:29.51] spk_4:
It’s really, really inspiring. I mean, Thio be able. You know, we asked some fairly intimate questions like, What’s the What’s the worst and best thing that’s ever happened to you in your life? And what did

[00:34:36.91] spk_0:
you mean? What’s your definition of happiness. Yes. You know, all these interviews face to face,

[00:34:40.80] spk_4:
many of them were face to face. Any

[00:34:42.79] spk_0:
of them were my phone probably tried to do face. We tried to do it face to

[00:36:07.53] spk_4:
face. Yes, but even even on the phone, right. These and and in many in most instances, in some instances, wth e leaders had asked to see the questions beforehand. But in some instances, they had not seen them. So they were really kind of, um uh, we got there sort of their raw, fresh first response to some of these questions and it really the way that many of them have turned tragedy into achievement into empathy into mission. It’s really you mentioned Tara Perry at the National Casa. Ah, and you know Leon Botstein at Bard College, whose daughter was killed when she was seven years old, crossing the street to get to the bus. Ah, and he, you know, that was early on in his time at Bard. And, uh, he said, you know, his first impulse was to throw himself out the window, but what he did was he built, barred into really ah force to be reckoned with and and highly innovative place. You know, they were the first to teach in prisons, or among the first Ah, they were They haven’t this early college, which they now have not just in the U. S. But around the world where kids can earn associate degrees in there. Four years of high school. Ah, and so is highly innovative place. Um And he So I one has to believe, right, that he took that tragedy and sort of turned that took that anger, energy, whatever, and put it into building barred into the institution that it is

[00:36:22.65] spk_0:
for Children. I mean, well, not for for for college students, but you know that his child never got to be

[00:36:28.16] spk_4:
Yes, yes. Oh, yes. So So it’s really was really inspiring to to hear this, to hear that wisdom and to hear how willing these, uh, leaders were to share with us. So that was another thing that surprised us. We knew a few of them before, but most of them we didn’t know and ah, and we only had I would say, of all the people we asked, we only had one or two turndowns, and that was a very you know, like high level, Incredibly busy. So

[00:36:59.73] spk_0:
let’s not focus on the one or two.

[00:37:01.13] spk_4:
No, no, no, no. But my point is that

[00:37:03.75] spk_0:
going to share

[00:37:08.84] spk_4:
willing to share And I think partially again because people don’t ask non profit leaders a lot about their strategies and their insight. They ask corporate leaders, right, not non profit leaders. So to be able to talk about what was important to them and how they got into where they are and what they see for the future was really, um, really felt good to them. Ah, and and we’re hopeful that the people who read the book will want to learn more about some of these organizations and possibly support

[00:37:59.65] spk_0:
them At least let it certainly learned and get inspired by the book. Get the book, for Pete’s sake. It sze called big impact. Um, just get the thing, you know, we can’t We can’t cover it all in an hour. Um, now No, she she endorses. No, certainly not. Um, persistence. Another another ah. Topic you get you to talk about, um somebody says somebody says, Oh, this is ah, Evan Wolfson, president of Freedom to Marry. You cannot win every battle, but Lou’s forward. What you talking about,

[00:39:22.67] spk_4:
what he’s saying? For So, for example, so a freedom to marry Waas, one of the key organizations in winning legalization of gay marriage, equality. And Evan worked on this for 32 years from the time he wrote his law school thesis about it. And I have to say he Evan is brilliant. Ah, and he described to us some of the strategies that freedom to marry and its coalition used to win gay marriage. And when he talks about losing forward, want an example of that is going to the South and having an having activity campaigns in the South, even though he knew they knew it would be much more difficult to get people in the South to really before gay marriage. But they knew they had to engage with the people in the South. They had to engage all over the country. And, um, the same is true, you know, in certain cultures, arm or conservative, like the Latino culture. Ah, and they engage. They had they had campaigns with Latinos, they had campaigns with African Americans, and they just kept pushing forward, even though again they knew that they weren’t gonna win everybody’s. They weren’t gonna win all hearts and minds, right? Onley only enough to make it happen.

[00:40:30.86] spk_0:
So there’s the inspiration. He worked on this for over 30 years of his law school thesis. Yes, Excuse me. And, um, you know, there’s there’s someone who’s been on the show. Paul Lo Big wrote a book called The Impossible Will Take a little while. You know, you have to stay with this somebody someone of one of the people you you interview says that a profound change takes time. That might have been you. And Linda said that a profound change takes time. Um, but you know, that’s part of the inspiration that, to me that which feeding that is the, uh, the vision that the leader brings to the organization and and the incremental steps toward that vision, whether it’s eliminating poverty, you know, in ah, in metropolitan Boston, you know, whatever it is that that commitment division and then and bringing people together who said who loved who support that vision and are willing to work at it for 30 years

[00:40:38.24] spk_4:
and celebrate the small victories right and and really be good at doing that. Celebrate the small victories and making sure that your people are taking care of themselves so that they don’t get burnt out.

[00:40:56.79] spk_0:
Life balance. Yeah, One of your I think it’s I have a bill. Bill Uhlfelder talks about life balance and says, If you’re if you’re waiting to get kind of connected your family over vacations and sabbaticals, you know, you’re you’re losing your family. Yes. Balance, right? Yes. It’s essential for persistence.

[00:41:24.28] spk_4:
Well, it is. It is. So this is one where our leaders were sort of all over the map. Okay? Most of them were striving for work. Life balance, right, Most of them. And then a few were unapologetically workaholic. And one said, um, there’s no such thing as work, life, balance. There’s just life, and work is a part of it. That was Larry Kramer at the William

[00:41:33.98] spk_0:
and Flora Hewlett Foundation. No, life is a part of it. All right, That’s fair. That’s yes. That’s a decent Balan,

[00:41:38.49] spk_4:
right? I objective. Yes. Yeah, I think I think Larry works pretty hard.

[00:41:49.72] spk_0:
Okay. Um all right, well, yeah. Um, it’s something. It’s a life practice.

[00:41:51.32] spk_4:
Absolutely. I’m I’m sort of joking. Yes, we. We believe that work life balance is essential, particularly when you’re working on seemingly intractable problems that will take a while to solve.

[00:42:03.00] spk_0:
Impossible will take a little while. All right,

[00:42:30.00] spk_3:
Time for our last break. Do you ever wonder why some nonprofits are always mentioned in the news? It’s because they worked to build relationships with journalists. Who matter to them. Turn to communications can help you do that. Their former journalists. They specialize in helping nonprofits build meaningful media relationships that lead to great coverage there at turn hyphen to dot CEO. We’ve got butt loads more time for big impact

[00:43:05.74] spk_0:
animated and then bring it back down. What a talent on what? A talent. It’s just unfortunate that one took prompting. Um, okay, so yes, we’re striving for balance. It’s a life’s practice. Don’t give it up. I mean, don’t just don’t just, ah, surrender and say my family’s gotta wait. No, My loved ones have to rate my friends, even friends go to your go to a college reunion now and then. High school reunion now and then connect. Yes. Okay. Anything. What? You want to say that Yes, like you’re exhausted. It It’s just essential right?

[00:43:07.96] spk_4:
It’s it’s essential, but both Linda and I believe strongly in it.

[00:43:34.70] spk_0:
I was just at a college reunion last weekend. Pittsburgh, Carnegie Mellon. Uh oh. Fraternity. A bunch of guys got together. So it’s on my mind on my mind. And plus I’m always admonishing. I probably am. I’m not just encouraging are probably I’m admonishing. That’s I think that’s the right word. Listeners through the show and videos like sometimes wag my finger in a video. Um, take time for yourself. You know, if you want to give your in a giving profession if you want to give effectively, I think you have to take yes. And taking is being selfish and taking time for yourself and your family, and sometimes even just for yourself, like quiet solitude kind of time. If you want to give, I believe you have to take

[00:43:51.55] spk_4:
yes, yes, and all too often I think in nonprofits, the feeling of there’s great. Believe it, feeling of intensity about having to accomplish the mission. So it’s hard to to do that to take the time that is essential

[00:44:16.57] spk_0:
you got. And you gotta make the time, right? Yeah, Zach is gonna find it. I can never find the time. Yeah, well, time is not gonna tap you on the shoulder and say, here I am. You found me. You gotta affirmatively make the time. Yes, yes. Don’t keep trying to find it. No, not gonna. It’s not gonna make itself apparent to, you

[00:44:23.13] spk_4:
know. And it’ll be uncomfortable at first to take the time.

[00:44:28.04] spk_0:
Yeah, right. The first time you may

[00:44:30.12] spk_4:
be the first half doesn’t

[00:44:48.63] spk_0:
I’m abandoning ship. Yeah. How are they gonna get along without Yeah? Well, you need to have the humility to recognize that they can write. All right. See how this all fits together. Just get the book, for God’s sake, it so it all fits together. Um, okay. Uh, you mentioned Larry Kramer Hewlett Foundation, did you not? Yes. Is it? He says relationships matter in this in this persistence and, um, drive toward mission. You know, relationships talk about relationships.

[00:45:25.55] spk_4:
So what Larry is saying, it actually is that for him, life is all about relationships. It’s more than just the mission, right? You know, it is the mission, but to him, it’s it’s That’s what That’s what it’s about. And I think it’s particularly important in the nonprofit world because so many of the missions of the organizations that we work in are have social missions right there about either caring for people or teaching people to care for themselves. Or and so it’s really, really important to be able to relate well to people because there’s also the fact that in the nonprofit sector you can’t play. P pent can’t pay people top dollar Ah, and so there have to there have to be other benefits toe working inside a non profit. And one of those is having caring relationships with the people you work with

[00:45:59.34] spk_0:
and also organizational relationships. Partnering type Liz Yes, lash out that

[00:46:42.37] spk_4:
because these days, right? So number one funders like partnerships increasingly. And you know, we have lots and lots of non profits in this country over a 1,000,000 of them, and maybe a few too many on the ah lot of the missions of those organizations are complimentary on, and so I think it’s really incumbent on organizations to make strategic partnerships a priority. It’s it’s it’s It’s critical not only because funding is limited, because funders like partnerships, but because you get more done for less money.

[00:47:07.14] spk_0:
Yeah. There’s a synergy. Yes. Uh, we’ve had guests on talking about how to find the right partners. Get your board by in the board. The board process of formal partnerships and things. Um, yes. All right. So explore those, you know, Think about those, um, So I’m gonna turn back to you. Let’s talk about something that interests you in the book that we haven’t talked about yet. Great. You know, gets all your book. She’s she’s I feel I feel bad for the guests to bring notes or but she’s in that Vivian doesn’t know what she’s been clutching her book, but they never get a chance to read the notes. They bring them, they feel security. I tell them they won’t have time. They hold the notes anyway. And then, um, they never get a chance to look at them because, you know, because we’re having a conversation. What did you find? You. You peruse your table of contents? Yes, I did.

[00:47:43.08] spk_4:
I did. So I I want to go back to Evan Wolfson because I really think that if you read the interview with Evan Wolfson that that interview is kind of a lesson in how to make social change evidence. The on Lee, one of the 47 leaders who has accomplished his mission completely and disbanded his organization.

[00:47:59.77] spk_0:
That’s that’s telling that never happens. Usually, organizations expand to find a new mission.

[00:49:28.46] spk_4:
So Evan now is, ah, high level advisor to other countries around the world that where people are trying to get gay marriage legalized, and he also consults to some. I think now he’s consulting to immigration organizations in this country to try to help them. Ah, but he no longer has an organization himself, and I think his, um the the understanding, how freedom to marry and it’s coalitions achieved. The mission is it’s really instructive. It’s really a It’s like a primer in how to make positive social change. Because he did, he did all of it. They got He got really clear about the goal. That’s one of the principles and learned how to articulate it persuasively and and specifically, at a certain point, learned that if you made it about, um, the legal aspect of of gay marriage in the public eye, it was not gonna be as effective as if you talked about giving people um, make having people be ableto love who they wanted to love. At a certain point in the campaign, they really switched the way they talked about gay marriage, and that was really critical to it becoming possible. Uh, and then another principle is build. So you have to campaign on many fronts you have, and you have to build broad based coalition.

[00:49:36.39] spk_0:
Let’s talk about the many fronts. That’s a section of the book. Yeah,

[00:50:30.83] spk_4:
so the the idea is that you really this is sort of the partnership idea is part of part of this, that you can’t do it alone and that if you’re not striving to influence the private sector and government, which are the two dominant sectors in our economy, then you’re really not going to make lasting social change. And so you have to work with those sectors. You have to learn how to talk to those sectors on, and, um, and you have to be working on lots of different levels all at once, because otherwise it’s not gonna happen. And that includes, um, working with faith based organizations, which some people, some organizations, know how to do, and others don’t but and again. Leon Botstein at Bard makes a really, really interesting point about this. He says that somehow a lot of us, particularly on the coast, I guess have sort of decided that, um, faith based organizations are not important anymore that, you know, because of the increasing secularization of our society that we don’t need to worry about them. But the truth is that they’re very particularly in the middle of the

[00:50:55.18] spk_0:
country. So that may be true in some parts of very powerful on a vast board,

[00:51:15.10] spk_4:
right? Very, very powerful. And we And if you really want to make social change in your community, you’re gonna have to work with those organizations because they’re often the ones that are already working on it, right? They have. They have the soup kitchen. They have the, um, the homeless shelter. You know, they’re they’re already actively engaged in making change or taking care of the people in their communities. And so you really have to reach out to them.

[00:51:57.41] spk_0:
And they’re in the community there. Yes, there the communities, they know the local leaders, whether they’re the official leaders of the unofficial leaders, if you want to work in it, Yeah. If you wanna make real change and work in the grassroots, you need to know who the unofficial leaders are. Direct in the community. Yes. And your faith based the the organization’s Know that stuff? Yes. There, there, they’ve been They’ve been there for decades and generations. Yes. Okay. Um, yeah. So you Ah, you’re sort of where we just have a couple minutes left together. What? What struck you about some of the questions you got answers. You got to the question. You asked everybody. How do you define happiness?

[00:52:43.25] spk_4:
So, you know, it’s Ah, that’s a highly personal question, right? I mean, in the sense in the sense that it’s different for everyone and some of our leaders, because their lives are so frenetic, all they want is peace and quiet. To them, that’s happiness. But that’s regal. Yeah, yeah. Um, and then for some, it’s being with their families and, you know, spending time with the people they love. Ah, and you know, interestingly when we had not a lot of them said, um, you know, happiness is sitting at my desk for 12 hours a day for

[00:52:51.10] spk_0:
a lot of money or

[00:52:52.24] spk_4:
a lot of No, no, that not this group. Not this girl. Now and again. That’s part of the emotional intelligence, right? Isn’t understanding what really makes life worth living, which is relationships and meaningful work and all of those things.

[00:53:11.60] spk_0:
Okay, um, let’s see. What do you love about the work you’re doing?

[00:53:24.08] spk_4:
Well, I’ve always been mission driven tony out. You know, I got an MBA, and I tried to work in the corporate world, but I wasn’t happy. And Senator, Lord and Taylor, I was there in that fire lord, and then I was that I was at best foods as a product manager. Didn’t work. No. No. And so what really makes me happy is, um, is helping to make positive change in the world. I mean, that’s and helping the underdog. I’ve always wanted to help the underdog.

[00:54:01.32] spk_0:
You gotta leave it there. All right. She’s Vivian Dexter. Get the book, For God’s sake. It’s called big Impact insights and strategies from America’s Big Impact Insights and Stories. Who wrote strategies. I needed an intern to blame for this insights and stories from America’s non profit leaders. If I had an intern, they’d be fired. If you want to recommend anybody, Let me know.

[00:54:37.28] spk_3:
Next week it Zombie loyalists with Peter Shankman. 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 by Cougar Mountain Software 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 Creative

[00:54:50.27] spk_2:
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Nonprofit Radio for December 7, 2018: Lean Impact

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Ann Mei Chang: Lean Impact
Your organization can adopt the lean innovation practices that help fuel the rapid evolution of digital tech in Silicon Valley. Ann Mei Chang says you need to, if you’re to do your best work in social change. She’s author of the new book, “Lean Impact.”

 

 

 

 

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Hello and welcome to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent on your aptly named host. Oh, i’m glad you’re with me. I’d suffer the effects of depress opus. If you made me face the idea that you missed today’s show lean impact, your organization can adopt the lean innovation practices that helped fuel the rapid evolution of digital tech in silicon valley. And mae chang says you need to if you’re to do your best work in social change. She’s author of the new book lean impact on tony. Steak, too. Train. We’re sponsored by pursuant full service fund-raising data driven and technology enabled tony dahna slash pursuant bye weinger cps guiding you beyond the numbers. Wagner cps dot com bye. Tell us, tony. Credit card processing into your passive revenue stream. Tony dahna slash tony tello’s and by text to give mobile donations made easy text n pr to four four, four nine nine nine it’s a pleasure to welcome and may chang to the show. She’s the author of lean impact. How doe in innovate for radically greater social good. She’s worked as chief innovation officer at yusa idea and mercy corps and serve the u. S department of state as senior adviser for women and technology in the office of global women’s issues prior to her pivot to the public sector and may have more than twenty years experience as a technology executive at google apple and into it, as well as a range of startups. She’s at an mei and her book is at and made dot com. I’m very glad her book brings her to non-profit radio. Welcome to the show and may thank you so much for having me, tony. Real pleasure. Oh, you’re coming in loud and clear. Your your tech is you’re not surprising that your tech is awesome. Sound great. Thank you. Um, this lean impact process that you’ve evolved comes from the lean startup movement. Eric. I read his book, but i don’t know how to pronounce his last name. Is it? Reese? Isn’t eric reese? Yeah. Eric mary-jo k. Yeah. So within that, as a lean startup came from toyota manufacturing. Talk a little about just, you know, some little overview of lean startup and how you’ve morph this into the social change, social change, work and lean impact. Yeah, sure. So eric restore the book called lean startup about seven years ago now where he described a methodology for building products and services under conditions of extreme uncertainty. And this is certainly, you know, it’s it’s growing out of his work in silicon valley on dh, his own failures and what he learned from this failures about how we build products better on dh. You know, although it came out of silicon valley, it’s since then been highly papa popular and been adopted no, in business, both big and small and government and around the world. It’s been a new york times bestseller. It sold over a million copies and, you know, and this issue of extreme uncertainties really important. So if you’re building a product or service that is well understood and well defined, and you know exactly what you need to do, then what you care about is predictable execution. But if you’re trying to build something in a realm of high uncertainty, what you need is to figure out how to speed up your process of learning. And that is his court. Insight is that if we don’t know where we’re trying to get to what we need, to do is learn as quickly as possible to figure out the best way to get there. And why should i non-profits care about what came from lean startup, which now your book lean impact? Yeah, so, you know, if the lean startup was originally very focused on silicon valley, like i said in this branch out from there. But if you think about tech start ups, they work with high uncertain because they’re trying to build products and services no one has ever done before and not in the same way create new business models, new technologies and so forth in the nonprofit world. I would argue that we have at least a much if not more uncertainty, were generally working on challenges that are a big complex and entrench that have been around for ages and where the solutions we have are simply insufficient. Otherwise, we’d all be out of business. And so we give that we’re dealing with this incredible uncertainty both and not having interventions that are necessarily good enough. A cz well is not having one that can scale dramatically enough. That’s where techniques such a lean startup i become really appropriate. And yet you know the reality is that innovating and the social sector is much, much harder on. We can talk about all the reasons why, but, you know, from coming from silicon valley into the social sector. At first i thought i’d have it easier in some ways. But in fact it’s much, much harder because, you know, we have to deal with things like highly restrictive funding, you know, impact that can be difficult to measure. It may take years to realize that we worked with vulnerable populations for the whole notion of experimentation. Khun seem irresponsible you. In fact, you lay out some of this. I wantto i ripped out page sixty three from your book. I’m not gonna ask you to quote page sixty three. I doubt you haven’t memorized by page, but because i don’t bring, i’ll bring books to the into the studio, but i ripped out page sixty three and i wantto i’m going to read ah, paragraph. And i think this sets it up a cz just as well as you did. And and ask some very important questions that your book and this whole process set out to answer a grassroots community named lien impact sprang up several years ago as an offshoot of the lean startup movement, bringing together hundreds of practitioners. What has been missing is a framework that answers the common questions that arise when theory meets reality. How do i experiment when my funding is based on activities and deliver a bles that air predefined? How can i create a feedback loop? But it takes years for true impact to become evident. Is it responsible for us to experiment on people who are already vulnerable? Where do i find the resource is to test and iterated when i can barely make payroll? And i thought that was a really striking paragraph on dh. Set it up all very nicely on dh serves as some motivation for people in our non-profit community, too. Well, frankly, they’re gonna start with buying the book. I mean, that’s the first step you got. Tio got it by the book on then and then become acquainted with the practice of the impact. Yeah, and i think in that paragraph, really just try to call up some of the unique town does their face in the nonprofit sector who were trying to innovate. It’s not that we don’t want any of it. That’s not profit. Leaders very much care about these issues, care about their mission, want to figure out better solutions but worked within constraints that make it very hard to do so. I know many non-profit leaders that i’ve read the lean startup or similar types of books on the similar types of training and go back to the days you know their day job and just feel stuck because these these different impediments making much, much harder to innovate. And so, with the lean impact book, i’m not trying to come up with some new rocket science way of doing something. You know, most of the techniques i talked about are fairly common sense. But what i do try to do is look at how do we do this? Do these common sense things in the context of social good where we have to work within these kinds of strength, and i do so by bringing forward the stories of organizations that have been incredibly successful that has found ways to navigate these and other challenges. Ok, i agree. You did do that, and, uh, we’re gonna go out just, ah, moment early for our first break. And when we come back, you and i will talk about the way the book is organized around the three hypotheses. So first break pursuant they have to resource is to help you use data for improved fund-raising. The field guide for data driven fund-raising was riel world case studies of organizations using data to hit their fund-raising goals all data driven, just like pursuing typically is and the other is demystifying the donor experience revealing simple ways to develop relation a ll donordigital durney for your donors. You find them both at the listener landing page tony dot m a slash pursuing capital p for, please. And may you have these three hypotheses that the that the book is built around inspire, validate and transform. Can you? Ah, you sort of set these up for us and then we looked at, and then we’ll pedal through and we’ll touch down as much as we can. But, you know, we only have an hour. You just people got it by the book. I mean, that’s all there is to it. So go ahead, please. Yes, you’re i think you’re talking about the three parts of the book on the book is organized into three parts. The first part is inspire, and i think one of the biggest challenges in the social sector is that we tend to plan within constraints. We look at the amount of the money we have, amount of staff, we have the size and scope of grant and we think, what can we do with what’s in front of us with these? Resource is. And so i think the first line set shift is tio. Think big e also codify three principles really starts. A person would just think that that that we need to start thinking instead of what can we do with within the constraints we have, but what is needed in order to move the needle on the problems that we care about. And so the first part of the book is really looking at how do we expand our horizons? B’more ambitious about what we’re trying to do. Um, then the second part of the book, validate, is really the core of the book is what the lean startup is about is once, you know, have that you know, you’re thinking big, you have big aspirations. You have a potential solution that might work. How can you validate that solution to determine quickly, cheaply, a. Cz possible, whether it does deliver the things that you hope it will be. Too often we spend too much time heading down the wrong path on dh, wasting a lot of time and money before realizing some of the mistakes we’ve made. None of us a t least, not myself, can design something perfectly for such complex problems that we work on. And so figure out how we accelerate the pace of learning so that we can validate what you know. The risks that we are taking on by playing a new solution is essential to getting to a solution that works, and the third part of the book is called transform. And and that’s really looking at, you know, beyond sort of any individual organization and what they can do to both identify their problems. Think big, start small and experiment. How do we look at the broader system that we work in to transform the system to help us all be more effective? And that includes both with respect to solving problems the system change that is required. It also pertains to organizations. How do we change the culture of organizations? But it also applies to the sector at large. How do we change the dynamics of funding in the relationship between funders and non-profits so that we can all achieve more of what we’re looking for. Thanks. Excellent. Set up. And i see i understand my mistake. I called. I called these year your hypotheses, but you’re the hypotheses or value growth and impact, so thank you. Yeah, that’s well, we’ll get to those, but those are the three parts of the book. That was or not three hypotheses. I don’t want to confuse people who confuse our listeners. You you say that, you know, i i mean, i see i saw his like your objective, and this is the last last time i’m going to quote the book. Okay. I mean, i don’t i don’t read books backto authors who have written, but i just love this, too. If you want to find the most efficient path to deliver greatest social benefit at largest possible scale, that seems like, you know, that’s what you’re trying to help people do through lean impact. Most efficient, greatest social benefit at the largest possible scale. And my buy-in. Are you still there? You know, you cut out their part way through the quotes, so i didn’t quite hear the whole quote. Well, that’s a problem, okay? It’s if you want to find the most efficient path to deliver greatest social benefit at largest possible scale, that seems to me that’s what you’re trying to get get non-profits to to achieve. Yeah, exactly. I mean, i think that again because of a lot of systemic constraints we work in a lot of times what we’re doing is nibbling away at the edges. Were putting band aids on problems and doing some good on dh, making some difference, which is fantastic. But i think there’s a lot more we could do. And the reason that i wrote the book look at how can we bring some of these tools that have worked in other domains were squarely into the social sector so that we can deliver greater impacted skillsets. That’s ultimately what we’re all after. Andi. It’s just harder to do what one thing i would sort of add to that is, you know, in the business world, companies are expected to maximize shareholder value or maximize profits on dso everything, cos do you know all the decisions that they make day today? The metrics they collect, you know, sort of incentive they set up all around. How do we match my shareholder value? How do we maximize profits? And what i love to see is in the social sector. You know, whether you are a donor or whether you’re non-profit or whether your social enterprise that we hold ourselves that same standard to stay. We’re thinking impact. How do we maximize our impact? Not just how do we have some impact and sort of feel like we’ve done some good how we maximize that impact, and that’s really what the book is about is trying to put lord some tools that can help us magnify the impact that we’re having, because the things that we’re trying to solve are so grandiose, they’re so large, the problems with the problems that non-profit too devoted to our just so enormous. Yeah, absolutely. So starting with, you know, inspiration on dh listeners. I have heard many, many guests say the place to start is with your goals, you encourage you, you clamor for audacious goals. Yeah, absolutely. I think non-profits usually have audacious missions. The thing that i think is often missing, though, is that those missions are aspirational and their vague. There, you know, we’re going to end poverty, and instead what i want to encourage us to do is that much more concrete goals that are measurable, that our time down there geographically bound so that we know where we’re trying to get two more concretely and have those goals be goals that we don’t know how we’re going to get you yet. Because if you can achieve your goals with business as usual, there’s no reason to take risks or one potentially failing to innovate those cycles that really are a stretch but that are measurable so that we can tell whether we’re making enough progress towards wth um, um, and that sets the stage to orient everyone in the organization, as well as the other partners, to know exactly what we’re trying to get you. If you think of president kennedy’s call to send a man to the moon that galvanized the nation to try to figure out, how are we going to do this thing that we don’t yet know? How to do. And i think for non-profits, if we don’t set more concrete goals, it’s you know, if there’s a temple, it’s easy to fall into the trap of just moving in the right direction but not necessarily moving fast enough or deeply enough. Ah, part of what you point out is ah related to. This is a problem that we tend to fall in love with our solutions and you want us to fall in love with the problems. Yeah, i love the phrase fall in love with your problem, not your solution. I think this is a problem. Also in the business world that organizations can, companies can get very excited about their product or service. And and you get stuck to that and forget about what problem they’re trying to solve. I think it’s an even greater challenge in the social sector. I think that they’re there’s a tendency to fall in love. Are with our problems even more for a number of reasons. One is that whatever solution we have, we often it’s usually doing some good where that we don’t have a solution that’s doing some good. And so therefore we’ve seen it make a difference in real people’s lives on dso weaken become emotionally patch we wanted do whatever it is four more people even if it’s not the optimal thing to do even if there’s a potential to do something more it’s it’s easy to get stuck in that because we’ve seen it do some good and we don’t want to get it out because there’s a real need but there’s also i think because of the dynamics of social lt’s actor were constantly promoting our solutions. This is what you see on people’s websites. It’s what we’re pitching the thunder saying this is the best thing that you could possibly fund-raising dent if i with it becomes part of our organization als identity. And so it’s very hard to let go of any particular solution you have and what’s interesting to me. I talk to and work with a lot of different non-profits is that, you know, i can talk to ten different non-profits in the same sector, and they’ll all tell me that their solution is the best possible solution and out there, and i can’t imagine that that’s true. They can’t all possibly be right. Andi. Yet everyone has that we felt belief. So i think it’s important for us to have the data and look at the data, see what really is the best solution and of our solution isn’t the best recognised that and look at how we can improve it or look at how we can adopt. I’ve somebody else’s solution or elements of someone else’s solution or partner with someone else. And you know that kind of rigor behind delivering them. But most impact we ken will get us a lot further. You’re a computer scientist, you know. So you’re. Of course. That’s why you’re something stronger than encouraging your insisting that we be be data driven, your scientist. And so you’re bringing the rigor of the scientific method to this social change work. Um, we’ll get to, you know, it’s just that it’s tempting to talk about it now. You know, you thought of your book is how to make this change in your your in your organization that culturally. But i have to talk about it now, too, because we’re we’re talking about ego. This is this is difficult for people to abandon ego, put aside ego and recognize that their solution isn’t the best that there, that the work that they have been devoted to isn’t the best way the best way teo, to solve the problem that that that they’re attacking ego is because a tough thing to teo fiddle with toe get people to put aside yet. And organizations and an organization to put aside. Yeah, i mean, both individually and this organization’s again because we’re doingood. Our tendency is tio want encourage each other, pat each other on the back, you know, encourage each other. You’re doing good. Keep going. Keep doing this. You know you’re taking it a lower salary. You’re working long hours. Like who wants to discourage people who are doing that on dh. One of the things that i loved about coming into the social sector is, you know, just the culture. You know, people are so encouraging, so embracing, so supportive of each other. And yet i think something is also lost in that that we because we want to encourage each other. We often are reluctant to ask each other. The hard questions of, you know is working as well as it could. Could we do more, you know, kind of point out ways that maybe something is not quite meeting its full potential on when i said you’re a computer scientist, i didn’t mean to minimise the what? Two decades almost of work that you’ve been in non-profits as well. So i don’t know what the balances. But you’ve you’ve done quite a bit of work in the nonprofit community to i didn’t mean to say that. You’re you’re fresh to the non-profits. That’s not that’s not the case at all. All right. So you want us to think big with these audacious goals that are properly bounded? Think big, but start small. We’ll flush out. Out? Yes. So once you have that audacious goal, there’s a temptation to say i have a solution. That’s good enough. Let’s just execute and deliver as much of it as we can. But when we start small, it allows us to run experiments much more quickly and cheaply. If you’re working with five or ten or fifty people, you can be much more nimble. You can try things out. You, khun, learn much more quickly. You can adapt and change much more quickly than if you’re working with thousands of people. And so, by starting small allows us to accelerate that pace of learning again where we don’t have a solution that we know is good enough to fully solve the problems that we’re we’re trying to address. Okay, now this yeah. So this is ah, quite contrary to teo. What’s traditional and typical and quite a bit less efficient than than what you’re you’re promoting. What help people understand you mentioned these experiments. So what these experiments going to look like with ten people or fifty people instead of five thousand people. Yeah, sure. Let me give an example, maybe from from social enterprise in kenya. So there’s a a social enterprise called copia global in kenya that decided that that decided to focus on the issue, that people who are low income, the being in remote rural areas have a very limited choice of consumer goods. They can only really get this staples, and so they have a lot less choice of things that can enrich their lives. And so they set out this address this problem to give people much wider choice by, you know, sort of being the amazon, if you will, of rural kenya. And you know what some organizations might do is to go out, you know, build some warehouses, build transportation infrastructure, build some catalogue ordering system hyre a bunch of staff and so forth and roll out an offering. And i would take a lot of time and effort and money to do so. Instead, they decided to run an experiment minimum viable product, or m. V. P, which are these small experiments that eric talks about in the lead startup that allow us to validate our assumptions. First, until the case of copia global, their assumptions that they wanted to test were first would people order from a catalog was something people would find appealing. Second, what kinds of products would be most interested in? And third would agents cell from the catalogue could because they find agents that would help them sell in these different areas. And so what they did in their mvp was that the ceo at the time crispin went to the sort of walmart equivalent in the city and took photos of a bunch of different products, paste them into a handful of catalogs and gave them out to a potential agents and a few villages and step back to see what would happen. And now, when somebody came in and they want to place an order, the agent, we give him a call he would literally himself go run to the store, pick up that product just at the retail store by it, carry it to the village and deliver it. And certainly this is not something that was scalable at all, but it’s something that they could get up and running in the course of a few days, or a week and start to learn. And what did they learn? One. They learned that people were ordering from the catalog. It was appealing. People did have a demand for these products that were too hard for them to get, and so they validated demand. Second, they learned what products people were most interested in that help them figure out what things to put in their catalog when they actually wrapped up the business, what things to stock in the warehouse and so forth. And third, they had a surprise that people they thought would be the best agents who were the kiosk owners or the people who had these kind of corner stocked store equivalent that sold consumer staples. They thought that those would make the best agents, but they turned out to be terrible agents because there are far more interested in moving their own inventory in the store. But what they found out was that what made better agents were the people who ran complementary businesses, like a hair salon, where their customers were sitting around waiting to get their hair cut. They could flip through the catalogue order, things that they were looking for and it became a additional revenue stream for the business, and so do the m v. P. They were able to answer all sorts of questions very quickly, very cheaply. That helped them steer the next stage of their business in the far more effective erection. And so it’s it’s, you know, it’s experiments like these that that help us learn more quickly rather than focusing just on how do we roll out our program or our solution and the the the m v p. The minimum viable product? That’s that, that that’s at the at the root of all this. It’s it’s it’s smart because it’s you will avoid risk. You’re avoiding spending a lot of money and a lot of time on a solution that isn’t the best. Maybe based on assumptions that are invalid on dh, then is going is going to end up doing a disservice to the people you’re trying to serve to your employees, to your funders that flesh out more this and how non-profits could you apply the the minimum viable product to their work? Think, think through how to do that? Yeah, so that the way that you so the minimum viable product is really an experiment that test my hypothesis. So just step back a little bit when we think small. So when we have a solution and we know there’s some risks behind whether it will work or not, there’s some unknown. The first step is to identify that is unknown, so we contest that, and in the realm of social innovation, i think there’s three pillars of what makes a successful social innovation. And that is that it has to deliver value impacting growth. So value is something people want not only want, but we’ll demand will come back for will tell their friends about it. Fill a deeply felt need both by your beneficiary as well as by other stakeholders who need to buy-in is that people don’t want what you have. The offer. You’re going to be swimming upstream the whole time, the second once you have, you know, ascertain something people want. You have to ask, doesn’t have impact. Does this make a difference? Does it deliver the social benefit you’re looking for? In other words, does it work on guys? Too often we get far along and delivering something that people want, and that sounds good. To us but doesn’t necessarily deliver the social impact. And then the third pillar is growth, even if we’re delivery social impact from a few people, usually a scope of a problem, this huge there, maybe millions or hundreds of millions of people who have a particular need. And so how do we create an engine that will accelerate growth over time so that we can reach people enough people to really move the needle and sew? The m. V p is really the first step in what eric calls the build, measure learned feedback loop, which is essentially applying the scientific method to the risks that we identify. And each of these three categories that you identify a potential risk, for example, that people may not want to order from the catalog. You build an m p p, like copia did to test that assumption. Then you measure the results. You gathered data to see how many people ordered people engage, and then finally you learn. If you’re successful, then maybe it safe to double down. If you’re not successful like, for example, with copia, they’re there. They found out that the agents in the in these corner stores were not selling from the catalogue that they had to tweak their solution to to to look for other agents that might be more effective. And sometimes you find that, you know, you’re completely off base and you need to pivot and take a different direction altogether. And so it’s driving that bill measure learned feedback loop quickly as possible. That dr social innovation and, you know, we all do this in the bull court, of course, of time. Except that often the bill measure learned feedback loop. It can take years. By the time we deploy a program, you know, measure it, evaluate and learn from it. It can take years. And so what lean impact does is really asked. How do we move that learning cycle from an order of years to an order of days or weeks? All right, we gotta take another break when we come back and may and i, uh but also more stories about ah ah. Public school system, for instance, a cz. Great examples of this. This constant testing and learning iterating. And we’re talking about wagner sita is if you need help with your nine ninety, do you? I hope you hope you’re getting it out very soon. Are your books properly managed? Have you got the books? I do. Do you know how you’re doing financially? If you’ve got to see piela, maybe you’re thinking about a change in twenty nineteen. Talk to the wagner, the partner there. Eat huge tomb. You know him? He’s been a guest. You know him. Start out at wagner cps dot com and then pick up the phone. Talk to you. Check out regular cps dot com. Now time for tony’s take two training trains. I encourage you to invest in basic planned giving training for your fund-raising team, and i recognise your fund-raising team might be just you or you and the ceo that but get the basics of plan giving down. You want them to be you and your and your team. You want to be comfortable opening the door to conversations about a state plan. Gifts. That’s all that’s this’s not expertise. This is opening doors to conversations. You’re not talking about death like a lot of fundraisers. Think that complete misconception you’re talking about the long term value of your work and what what a long term gift is going to mean to keeping that work going beyond all of us. So that’s the that’s the essence of basic plan giving training. And in my video, i put a little holiday spin on training. So you check that out at tony martignetti dot com. Let’s go back to and mae chang and lean impact. Oh, and may you have this example of summat public schools. I felt like they were a good example of this iterating and was testing, learning and iterating. Yeah, one of the reasons that i think people struggled to look at how you can apply these tools in the social sector is that impact can take a long time to measure on dh, take a long time to fully realize and so you know. Example. Some of public schools is a great one because they work in education, where educational attainment is one of those things. Take a long time to fully realize that the founder of summat public schools, a woman named diane tavener, started out with this audacious goal that she wanted to start some schools that would serve a diverse student population, where one hundred percent of them would graduate from college. Now they brought in the best practices that they could find in education. Started up a couple charter schools, and eight years later, when they’re first cohort graduated from college, they they were highly successful. They beat out most of their peers and, you know, people were recognizing from this and encouraging her to just gail her solution. But but what diane recognised was that even though that they were doing well, they were doing better than any others. She believed they could do better, and she won’t had wanted to, you know, say she had set out with this goal of getting one hundred percent of students to graduate and they weren’t there yet. And so she she decided to invest instead and trying to figure out how to improve on the model. But she realized she didn’t want to wait another eight years for the next cohort to graduate. You know that that would be way too long in orderto see whether she was improving the models. Enough. So instead she decided to focus on building in a culture of of learning of it, aeration of innovation into their organization. And so what this looks like was they started out by running weeklong experiments for and did so over the course of fifty seven weeks, and each week they would bury the the structure of their classroom, the content of the classroom, the types of activities, whether it be, you know, kind of traditional lectures by teachers or south paste elearning on computers or small group project, or one on one tutoring. And they would look at all these different ways tools that they had and measure it each week by running student assessments, doing focus groups to see what the students are most engaged with interviewing teachers. And so each week they would gather this data marin what worked and didn’t work about what they had tried that week and that that’s what they’re doing and then try something slightly different the next. And so over the course of these this year, they essentially refined their model, a very transformative model for personalized learning and and, you know, have been highly successful. Their most recent cohort, ninety nine percent, got admitted to college. You know, they haven’t yet graduated from college. But now this model that they’ve developed has been adopted by over three hundred public schools around the country. So it shows that when you take a little bit more time up front to invest in improving what you’re doing to really maximizing the quality of what you’re able to deliver, then it’ll pay dividends over time. And and even in the case of education where you know, fully measuring educational attainment may take years and eventually get, they’ll get to looking at their graduation rates from college. There are often earlier indicators that can help you determine whether you’re on track or not and help you improve your solution along the way. And as you’re improving, you’re there’s a very good chance you’ll be. You may need to pivot at based on what you’re learning. I thought the the vision spring case in the book is a is a good example of multiple pivots. Can you talk about that one? Geever. Yeah. So a lot of times when we think about innovation, we think about the big, flashy new ideas and visions. Spring decided to focus on a seven hundred year old invention that has been proven teo. Increase productivity and improve learning potential and that i’d lost. And so, despite being seven hundred years old there’s an estimated two and a half billion people who need eyeglasses and don’t have them. Mental vision spring thought to bridge the gap you know we talked about earlier. They set out with an audacious goal that there’s two one a half billion people in need, and they started out of most non-profits would by looking, piloting in two locations in their case, elsalvador. In india, they recruited people they called vision entrepreneurs to go out to rule areas, division exams and provide eyeglasses and came back with really moving stories of people who weren’t able to work in a work again. Kids who weren’t able tto learn being latto learn more effectively, and many non-profits would be thrilled by that. You know, we’re making a big difference, but it wasn’t enough for vision spring. They recognized they were losing money with each person they reached, and they would never be able to scale to the degree that they needed teo achieve their goal. So they pivoted. Their second incarnation is that they set a vision centres in more urban areas that was serving more affluent population and took the profits from that too. Cross subsidize outreached into more rural areas. Through this mechanism, they were able to become financially self sustainable, also something that most non-profits would think. This is a huge success, not only doing good, we’re doing it in a financially self sustainable way. Prevision spring thought again it wasn’t enough because it would take them decades to be able to scale their infrastructure. To get to all the people around the world who could benefit, they pivoted again. They partnered with of organization in bangladesh called brac, who it which has community health care workers in every corner of the country and used their existing network to provide vision care. And through their partnership with brak, they’ve reached over a million people. Today on dh through other partnerships have not reached over four and a half million people. Well, that’s a pretty impressive number for a non-profits before and a half million people. But it still wasn’t enough provisions. Springbox kuze four and a half million is only a tiny fraction of two and a half billion, and they recognised that the problem here was really a systems problem that anyone organization could never reach. All of these people that we needed to figure out how to make marketsmart and how to make governments work better. And so they decided, instead of a public private partnership called the alliance that brought together eyeglass manufacturers, non-profits and local government to look at how they could work together to change the system. Tio encourage eyeglass manufacturers to manufacturer lower costs eyeglasses and distribute them to more remote areas, and to encourage governments to provide i care to their citizens. And one of their early successes was with the government of liberia. They find a mou where the government liberia agreed to work with, um, to provide vision care, do their national health care network as well as the public school system. Until you can imagine now, as they’re approaching this this problem from a more systems approach and working with making governments and businesses work for for people to provide vision, care to everyone that they can eventually get to this. This really audacious school they set out to, but it required them to be humble enough again, to your point, to put their ego aside to recognize when their solution wasn’t good enough and to be willing to pivot. Okay, i like that examples. Yeah. Thank you. Thank you. Alright, wait taking a break. Tell us. Start with the video at tony dot m a slash tony tello’s then think about this. What companies can you ask that would consider switching their credit card processing to tell us? Maybe it’s one owned by a boardmember. Maybe it’s one that’s already been supporting. You talk to them, have them watch the video. And if they switch, you get that long stream of passive revenue every single month. It’s it’s basically dahna unearned, but you’ve earned it. It’s that long stream, passive revenue that’s that’s the goal. And that’s what you can get through. Tello’s you’ll find this video and the intro at tony dot m a slash tony. Tell us now, back to and mae chang. Um and may the the tech industry has taken off well, not just recently, but has been able to grow so zoho so rapidly what you call the hockey stick growth growth curve. And a lot of that is explained by moore’s law. Ah, that dahna, eh? You know what? I think i know what it is, but you’re the computer scientists. You tell us just briefly what moore’s law is yes, the moore’s law was something that was defined by more. Who is that intel, i think almost fifty years ago now that said the number of transistors essentially, that the speed of computer chips would double every two years. I mean, tell true for almost fifty years now, and because of this, it’s driven this exponential growth in the computing industry, where computer that used to take up the whole building now fits in your pocket, and you can imagine all the things that that’s enabled us to do. And so, you know, it’s the underlying driver, a lot of the progress we see in the tech industry. So my question to you is, what is maize law going to be? There’s got to be. We have that. We need a maze law for the for the social change sector. Well, i think that, you know, moore’s law certainly has given the speed of computers, the advancement in the speed of computers. But what’s behind it in terms of like how how does that actually happen? You don’t just sit back and have more law takes place. Part of how that happened is because silicon valley is so competitive because there are are so many opportunities that people have really refined away to accelerate progress and accelerate innovation. And that’s what i think the lean startup captured so well. And it really is about having those audacious goals. You know, like how do you know? Doubling every two years is is a really fast pace of progress, and that requires organisations to take risks, to try different techniques, to try different approaches and figure out howto learn as quickly as possible. And that’s you know, where some of these innovation techniques i’ve really been home. But i do think that these techniques are just as important and justice needed for the social sector because we’re talking about solving, you know, real challenges, that where people are suffering, where there’s real needs. And so we need it more than ever. And i truly believe that the same techniques are equally ethical in the social sector. I’ve seen organizations, the success, sloan applying them and be able to dramatically magnify their impact. Andi so you know, i think there is a real translation there, but again, it’s not easy. It’s much harder in the social sector, and so you know, the lean impact book is really my attempt at looking at how do we adapt these tools for the realities of social good? Okay, i hope you believe in all this because that’s what the book is about. So you say you said you believe these tools apply. I hope you do. All right, but i’m challenging you. I want to see a maze law and maze low if you want. But i like the, you know, like the liberation of going from morris to maze, so yeah, i mean, are you, um i’m concerned, are you? I’m concerned. I guess i’m not really asking. I’m telling you. What about my concern? I’m i’m concerned about what i call legacy non-profits. Maybe i don’t catch if you use that in the book, but you know, the ones that are so big and bureaucratic that taking on new thinking like this and vast culture change just doesn’t seem likely. I mean, they just seem like dinosaurs that don’t know what their future is. Don’t know how bleak their future is. I don’t know. Are you more optimistic? And i am about those those types of legacy institutions. I am. I mean, maybe it’s in part because in my last job at uc, i’d e i worked at one of those dinosaur institutions, you know, on the underside here. But we also worked with a lot of large established non-profits that have been around for ages. You know, the yusa ideas, the us government’s foreign aid agency were one of the largest donors in the world. And we’re government. So you know, we are, ah, large, entrenched bureaucratic organization, andi. Even that yusa idea, we know with the vision of russia whose administrator, when i joined you, say i’d haye set up something called the global development lab that was recognizing that, you know, the world is changing, and we need to change with it if we want to stay relevant. So the lab was set up with this duel part mission teo identify innovations that could dramatically move the needle on our aim to fight global poverty as well as to look at how we could transform the development, the tools in our approach to development self to accelerate both our own work and those of our partners. And so so i saw through that how we could in a large established bureaucratic organization start planting the seeds of a new culture. It’s not easy. In our case, it was a separate team that kind of started out that was protected by the leaders shippen. But that ultimately, overtime made inroads across the whole agency by finding other people who really know saw the need, you know, felt felt, felt compelled to find better tools on dh were interesting partnering with us. And i thought, i’ve seen this happen at lots of large non-profits as well, that they know that they recognize that, you know, people work at non-profits, who they care about the mission. And even though some parts of organizations maybe entrench, there’s always some people there who, you know are restless and want to find better solutions and are just looking for the tools and opportunity to use. Um, yeah. All right, well, that was exactly we capitalize on that restlessness because, you know, doing well isn’t as good, is doing the best. And that’s what you know that’s that’s your that’s your that’s running through the book. That’s your thesis. You know, we wantto do it. Maximum scale, you know, as you say, greatest social benefit. Largest possible scale. Um, i so let’s let’s move over, too. Making this thiss transformation. You know what you call ah ri? Architecture of organizations? Ah, you say that, you know, we’re relying on nineteenth century institutions using twentieth century tools to address twenty first century problems. And we need to. The third part of your book is about the re architecture of not only the institutions that are doing the work, but also the funding institutions on the funding and their funding models. What did you you lead us into this one, i would you like to start this conversation about making this transformation? Yeah. So one of the biggest challenges that i heared over and over again across the over two hundred organizations i interviewed was funding that funding becomes an incredible impediment on one. The biggest issues of funding is that funding tend to be highly if under most thunders, wants to see you deliver very concrete short term delivery bubbles, that’s and that’s what how they measure you by and in your proposal, they expect you to layout in excruciating detail exactly how you’re going to do that, how you’re going to spend every penny, every person you’re goingto hyre and, you know, put together essentially what i call a grand master plan and then execute on that planet, sometimes over as many as five years. And those plans are quite rigid, and it prevents us from experimenting. Prevents us from taking risks. Potential prevents us from pivoting and taking different paths. When the status types of stories i heard over and over again, we’re from organizations who would get a grant from a foundation, start executing on that grant. Realized that it wasn’t working, but then continue doing it anyway. And of course, no one wants to go on the record about this buy-in tell you there’s lots of organizations that do this, but it’s just too hard to go back to your funder and say, this isn’t working. You’re worried you’re gonna lose the grants all together, then andi. So finding a different way, thiss kind of the existing relationship is one that seems like micro management to me, and we all know that people don’t do their best work when they’re micromanaged. So i think the first thing we need to do is we architect, the relationship between funders and non-profits that we need to have a relationship that’s a little bit more based on trust that allows for more risk that allows for more agility. And there’s a number of tools that we’ve tried to do this. The global development labbate use a. I. D. One of those is to tear funding. We have a mechanism called development innovation ventures that was modeled after venture capital where, rather than giving out the big, monolithic grants that yusa typically does, we would give out much smaller grant that we could take much more risk with and allow people to experiment. If they could show us that they had an idea where they thought they could develop a far more cost effective solution. What was that? So we give out these grants that were, like, typically about one hundred thousand dollars for them to try these things out. And if they were successful, they were able to get data back that showed that this thing had traction than we give them a larger grant of million dollars and then five million dollars. And so, just like in the startup world, where venture capitalist come in and they give you small amounts of money to test out your ideas and more money as you get more traction by funding this way in the non-profit space, we can allow people to take a lot more risks. We can allow funders to try a lot more different potential solutions, but without putting too much at stake. You know, because you know what you want to do. If you’re going to innovate, you need to fail. But what you want to do is fail small, not fail. Yes. All right, well, we got to take a break. And when we come back and may and i were going toe, continue this about making the change and talk some about within your own organisation. Now incentivizing and and hiring text to give. They have a five part email, many course which is debunking five myths. Do you think that all text donations or small the captain like five or ten or fifteen dollars? Not true. Do you think there’s a monthly or annual minimum? No, there doesn’t need to be. There’s a good amount of misinformation around text e-giving, and you can break through that with this five party male. Many course end up raising more money. You get the email men? Of course. You text npr to four, four, four, nine, nine, nine. And now we’ve got several more minutes for lean impact. So in may, um, anything just is there one more thing you wantto share with with us about lessons that you say i d before we turn it to the non-profits doing the work and some of the incentivizing there one more thing. You can you want to share with us a ride? Um, you know, i think we were just talking about tiered funding and other mechanism that can be really effective is paying for outcomes. You know, looking at how do we incentivize outcomes rather than center vise activities? Because outcomes is ultimately what matters. You know, eric and his book talks about something called vanity medicines that are these absolute numbers that we all used to say we’ve reached or touched or helped, you know, a million people on dh, you know, this is plastered all over mt profit and foundation web sites in terms of trying to give people some sense of what they’ve done. But those numbers are meaningless because it just says, like, we’ve done stuff, we’re good at raising money. It doesn’t say whether we made a big difference in those people’s lives. And it doesn’t say whether another organization with the same resource is could have done even more on. So you know what eric encourages us to do. It would mean impact talks about is moving away from these vanity metrics to actionable or innovation metrics that are at the unit level that look at what is our conversion rate. Are unit costs our success rate because when we can optimize for those types of those unit level metric. Those are the things that are going to make a big difference over time. All right, and this. So this creates thoughts, foreign fodder for conversation with you’re funders, potential funders. And also, of course, for foundations themselves to, you know, to try to rethink. I mean, maybe, you know, experiment yourselves for our foundation listeners with with an organization or two in some of these, some of these very different with with some of these different funding methods obviously more detail in the book, you gotta get the book. Let’s turn to the to the five a onesie three’s themselves. You talk a good bit about incentivizing around this around lean impact and the adoration and the testing and learning talk some about incentivizing. Sure, what i see is because innovation is hard in the social factor. I do see a lot of non-profits these days talking about innovation and wanting to innovate. And usually what ends up happening is that innovation is something that gets bolted on rather than built in on by bolted on. I mean, you know, organizations tend to, you know, either run a contest or a hackathon or a pilot, or they could, you know, hyre like an innovation person or a small innovation team, and these things are usually off to the side. They’re not part of the core operations of a non-profit, but something that they can kind of highlight in issue. Nice press releases about, but go on business as usual with ninety nine percent of what they’re doing. And so if if you really want teo, so what? The result is that we see all these kind of pilots and all these contests and flashy ideas, but very few of them making an appreciable difference over tonic. So if what we care about is getting to impact and transforming the culture and building a culture of innovation, we need to do that from the ground up. And i think that starts by establishing, you know, those ungracious goal something, you know, that we is measurable, that we continue to reference back to that we, you know, kind of reinforce, that is that is the north star for everyone in the organization to measure their own work against, you know, like vision spring to be. It asks the question. Is this going to get us to two and a half billion people. And so you need to start out with that goal because again, if you have a goal that is achievable with business as usual, there’s no reason for anyone to do anything different on then. Secondly, way need to create incentives that reinforced kruckel. Both reinforce the importance of taking risks and celebrate failure as well as reinforce progress towards that call, you know, on those innovation metrics. So if you’re able to reduce your costs, increase your success rate and so forth those air the metrics that really matter and get it into the goal on dso. Finding mechanisms that incentivize and incentives could be, you know, financial incentive. So they don’t have to be. They could be just you know what this leadership highlight when you have you know organization, you know, all all hands meeting. What? What do you highlight in your press releases? What are the you know who gets recognized? What are the things that you talk about in your weekly updates? So those incentives are incredibly important because they are what culture forms around. And then finally, once you have those goals and those incentives and you can look at where do you need to fill the gaps? In terms of talent? Do you need to bring in some other people who bring in a different skill set than you make might have the need to train your existing staff? Two. In some of these innovation techniques, that’s that’s sort of the last step into often. People make that the first and only step and don’t get a lot attraction. We gotta leave it there. Another book, another book you need. There’s so much more there you can follow and may she’s at and may its n n m e. I m not talking about ellie may from the beverly hillbillies and may so it’s not a y. It’s m e i on you find her book at and may dot com and may thank you so much. Thank you so much for having me on your show. Pleasure next week. Consultant sarah olivieri with admonition, but also, of course, encouragement for small and midsize non-profits. If you missed any part of today’s show, i beseech you, find it on tony martignetti dot com. We’re sponsored by pursuant online tools for small and midsize non-profits data driven and technology enabled twenty dahna slash pursuant we’re by wagner. Cps guiding you beyond the numbers wagner cps dot com bye. Tell us credit card and payment processing your passive revenue stream. Tony dahna slash tony tell us and by text to give mobile donations made. Easy text. Npr to four four four nine nine nine right. Our creative producers. Claire meyerhoff sam liebowitz is the line producer, but today it’s by chris shows, social media is by susan chavez. Mark silverman is our web guy and this music is by scots diner, brooklyn, new york do with me next week for non-profit radio big non-profit ideas for the other ninety five percent go out and be great. Buy-in. 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Nonprofit Radio for April 27, 2018: Big Impact

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Vivien Hoexter: Big Impact

Let’s learn the best ideas from the brightest leaders in social change. Vivien Hoexter is co-author of the book “Big Impact” and she shares lessons and reflections from the authors’ interviews for their book.

 

 

 

 

 


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Oppcoll hello and welcome to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent i’m your aptly named host uh feels so good to be back in the studio and i’m glad you’re with me. I’d be stricken with pro doth ecosystem if you tried to infect me with the idea that you missed today’s show big impact let’s learn the best ideas from the brightest leaders in social change vivian hoexter is co author of the book big impact, and she shares lessons and reflections from interviews for her book. Attorneys take two my number one eighteen ntcdinosaur away we’re sponsored by pursuant full service fund-raising data driven and technology enabled tony dahna may slash pursuant radio bye weinger cpas guiding you beyond the numbers weinger cps dot com and by tell us turning credit card processing into your passive revenue stream. Tony dahna em a slash tony tell us, oh, it feels so good to be back in the studio and to have a guest in the studio, she’s vivian hoexter she said, in your life, it’s unbelievable she’s right here during extra she’s, co author with linda hartley of the book big impact insights. And strategies from america’s non-profit leaders she’s a principal also with linda hartley of h two growth strategies. I’m gonna ask her if she does anything without linda hartley on if they’re married or they’re married to each other’s brothers or something, i don’t know. I’m also talking about this company name. I think you blew it, but we’ll get to that. So what do vivian and linda do in h to growth strategies? They advise non-profits and foundations in strategies, effective marketing and increasing revenues both earned and contributed. She also coaches executives. She was ceo of gilda’s club worldwide. No, them the red doors. Everybody knows them. They are at h two growth strategies. Dot com. And she is at the hoexter. Welcome, vivian hoexter. Thank you, tony it’s. Great to be here to pleasure. Pleasure to have you in the studio. Um, this book you you interviewed lots of people. We did hominy hominy non-profit leaders. Did you seek out near it? Turned out to be nearly fifty. Fifty. Okay, but the cover only has twenty one pictures. This is at the top twenty one of the fifty. Those air. The twenty one who are featured those eyes that how it works. Okay. Those are the ones i read about that air featured. Okay through. But then you had quotes from another thirty nine that’s that’s. Right. Ok, over how many years you you talk to these people. So the process from start to finish took us about two years. Yeah, the hole in the process of interviewing and then writing and editing and publishing the book. Now, how do we know that you’ve got the best fifty non-profit minds? How did you select out of the thousands that are available? Really? Well, i have to say it’s a highly was a highly subjective list. Your friends. Well, the ones that would meet you on your timetable. In some cases, we knew the leaders before we approach them. But that was a really not very many of them did we know. So we really wanted to get a kind of a sampling of folks from the different, if you will, the verticals in the nonprofit sector. Because if you look for books on leadership, you find hundreds of corporate books, but not very many non-profit books. And when we looked for non-profit books on leadership, we found one for christian leaders, one for jewish leaders, one for museum directors but not one for leaders who who work in any number of health, the environment, education. So we really trying to get a broad sample of missions on dh and segments? Okay, so you thought through this project we did, you know, this is not just slapdash. No. Okay, throwing together. All right, so the book is worthwhile. All right? Make sure we got the brightest minds were going to talking for an hour. I don’t want to be talking about advice from lackluster, you know, lackluster leaders. We we wouldn’t really wouldn’t dream. I don’t have any poor performers. No, no, no, no. Okay. Okay. Um, now you you mentioned before we went on air. You’re back in your neighbourhood. This is the west seventies. Very comfortable to you. Yes. Yes. I love for fifteen years. A life experiences, right? Yes. Within a few blocks. Yes. Yes. Like a trip down memory lane. All right. You said you said married, you say born know you weren’t born here? No. Married? No, no. Married. Oh, signore e i was single. And then i was married for the first. Time. And then i was divorced all within a few blocks of oil within a few blocks from here with studio in west seventy second street. Alright, cool. Any places? Look familiar. The bank on the corner chase bank that’s where you had to divide your accounts, it’s. Right. You gotta go in there and get them to separate your mind’s. A nice that’s, a that’s. A lovely memory. Okay. Any other? Any good places? Oh, there’s. Some wonderful shops on columbus avenue. Top shoes still here? Oh, yes. Here’s to shop. I used to shop it. Tip top there. Good. Good place to share. Next-gen shoe store. What are they? Are, by the way? Yes, i have a couple of shoes on the shoes of the boots i’m wearing today. The rain boots i’m wearing today. Tiptop shoes shoutout to them. All right. So that’s free free media for them. All right, let’s, go back to your book. So you break it down into like you have. You have a lot of interviews and you break it down into subjects. And then you and you and linda comment on, you know, like leadership and getting your house in order. And being persistent. It’s okay, so, uh, i was certainly going to give you a chance to talk about what what’s tops for you. Like what stands out for you, but i come first. Absolutely. Eyes your show. Thank you. Usually i have to say that, you know, i have to remind guests i appreciate you’re acknowledging that without prompting leadership. I like talking about that ship leadership section. Um, you get some advice from ah, a few people have been on the show. Actually, henry tim’s has has been on the show. I’m working on getting him back as he has a new book. You know it as new power. Yes. Because if i’m going to figure out what new power is, yes. And here how you can embrace it, own it. So we’re working on getting henry times, of course. He’s the i don’t know if it’s ceo whatever. Executive director of ninety second street y. So he says he wants you to build your your your your emotional intelligence as a part of leadership. Talk a little about being that humanists. Yeah. So? So you asked me what was what stood out for us or you said you were going to let me know about it. Comes if you if you can blend them together. That’s very talented. Right? So, in fact, the thing i don’t bother asking you later, the emotional intelligence of the leaders we spoke to was really, really striking tow us really striking. So and henry tim’s, i mean, almost to a person. And even if they admitted to not having been so emotionally intelligent when they were younger, they really, really focused on becoming that. And they clearly were they admitted when they were wrong, they were able to turn tragedy into something greater. They they were working on diversity, equity and inclusion, even if it was uncomfortable if they were white males, for example. Eso so they really they really exhibit kind of the into a great degree. The characteristics that you would want in a person you worked for. Yeah. Admitting you’re wrong. Yes. A bunch of people have touched on that. Yes, being having uncomfortable conversations. Ah, sharing with staff when you’re not confident in something. Yes. You know, thing you want to flush out about. Why that makes you a good leader. Well, i think it’s it makes you a good leader in the twenty first entry? I don’t think it probably did in the past when leadership was about command and control and right, so but but in the twenty first century where we’re now yeah, thiss current yeah, where information is so readily available to everyone. Ah, it’s really important to be honest and vulnerable with your staff because they’re they’re probably going to find out anyway, if you yeah, no, i’m sorry. I raised my she’s. So, like, i wanted to say the s o r scared her by raising my hand. Yeah. People think that vulnerability is a sign of weakness. I think it’s actually sign of strength. Yeah. It’s a sign of confidence that you are willing to be vulnerable in front of staff and audience. Whatever, right, but that’s because you’re a modern man. Thank you. All right. And that we got to go for a break. You believe that? All right, hold that thought were gonna come back to that. That immediate thought we’d take a break. You’re tuned to non-profit radio. Tony martignetti also hosts a podcast for the chronicle of philanthropy fund-raising fundamentals is a quick ten minute burst. Of fund-raising insights. Tony’s guests are expert, really, all the fund-raising issues that make you wonder, am i doing this right? Is there a better way there is? Find the fund-raising fundamentals archive it. Tony martignetti dot com. Now, let’s, go back to vivian hoexter. All right, so what was the last thing you said? It was a very poignant sentence. You said that? I said you’re that’s because you’re a modern man. That was it. Yes. That’s. Right. That’s, right. Thank you for refreshing my recollection. Yes. Okay. We’ll come back to that point a few times. Um, yeah, no, but i think vulnerability is a very good sign of confidence and strong leadership. I mean, in front of an audience or your staff or whatever, you know, it’s. A sign of strength and confidence, i think. Right? Right. And i think so too. And so do i. The leaders in the book, i would say not everybody believes that, right? And in an hour analysis, this is one of the things that really is a sign of emotional intelligence and of being a great leader for the modern, for the modern non-profit and i would argue corporate era. Okay. Excellent. And self awareness, too, i guess. That’s all rats wrapped up. Really in every yes, right? Yes, i do. I do. Okay. Um, so we’ll see if it’s, uh, exploring there’s some, uh, there’s. Some thoughts. About exploring life and work you you make some points about be an explorer there there’s some advice in the book about not following the path that others follow right out of college, you know, follow your own path, but but you and linda also have some commentary on being an explorer in life and work. Yes, so i think a lot of a number of our leaders said you should really make sure that when you’re in your twenties, you get out of the environment in which you grew up and go somewhere else. So if you are not able to go overseas, go to another state. If you live in the north, go to the south if you live in the south, go to the north because the experience of living with and working in another culture really is a huge benefit to developing that self awareness, the cultural awareness that is so important to being a leader in the global economy. How does this help you? I’m not. I’m not opposed to the idea, although i’d rather see more people from the south coming north than me from the north going south, but i know how is this how this help me, um, expand my my leadership capacity. So when one of the traits of leadership is to be able to put yourself in the other shoes, at least i think so. And if you take it, if you take yourself out of the environment that you’re most comfortable in that you grew up in and put yourself elsewhere physically, right, you’re going to be with people, even in the u s if you move from the south to the north, who are different from you, who think differently dressed differently, have different pastimes, and certainly if you go abroad, you’re going to be in a completely other culture. So i worked for eight years for f s intercultural program, american field service school, yes, so so i have a really bias on this one. I’ll admit that i that i think that the people who are best able to deal with others and persuade them inspire them, lead them lead change with them are those who have really gotten out of their comfort zones when they were early in their careers and go on elsewhere to live in work so they know how that feels to be uncomfortable. So so that encouraging others to do it in your work let’s test something that we haven’t done. Let’s try something different. I wanted we’re gonna explore a program that we have done, etcetera. You know what? That vulnerable vulnerability. You know what that feels like? Yes, yes, because you’ve lived it correct. You live that incredible discomfort of being a stranger in a foreign land. Someone else who’s been a guest on this show that you, uh you profile on dh interview is are you finger? We love our yes, i do too. Ceo of do something dot or ge i’ll take over from nancy lublin. And then now now also, of course, they’ve spun off t m i and she’s isn’t she the ceo of tm? No, no she’s only do something you know. She’s ceo seo of cm ilsen ceo and chief old person. Old person. Okay. Okay of both. Yeah, so she she admonishes may be too strong. I don’t know. She encourages mentor ship finding a mentor. Yes, finding a mentor when you’re getting started and being a mentor when you’re in the ceo ranks or as you’re working your way up oppcoll what’s what’s the value to the leader let go because we’re looking at from leadership perspective what’s the value to mentoring the value is number one you’re reminded where you came from and if you’re supervising younger employees, which you almost certainly are that it helps you to be helping someone who’s trying to get a job somewhere, it helps you to remember what it was like mom or empathy on dh on it also, honestly, to be a mentor feels good. It’s it’s ah it’s a way of passing the torch not passing the torch. Exactly it’s a way of paying it forward, if you will. On really making sure that the next generation of leaders has the same has has the benefit of your wisdom while you’re still alive. Yeah, yeah. All right. How about for people who are younger, what’s the value of having a mentor. So it really? You know, parents often tell their kids what not to do because they did it, and we’re sorry to do it. So you have to be a little careful. I think because you want to help young people avoid some of the mistakes that you made when you were early in your career, recognizing that they’re going to have to make some themselves. You can’t prevent them from making some, but if you can point the way and if you can help them build their networks, which we all know mean, networks are just critic critical for growing up. So if you want, if you want to continue in your career, you need tohave ah, robust professional network. Yes, yes, and a strong and powerful mentor who has lots of relationships from having been in the field for a long time. And if that person is generous and willing to share some of those relationships with you and introduce you to people that’s, one of the greatest value used in mentor ship should you pursue a mentor? So now i’m looking at it from the person younger in there non-profit career who’s in your organization or no, you should really go outside it’s kind of hard to open up to somebody because they’d be senior to you, right? That’s? That seems a little counterproductive. Yeah, i think it. You really have. Tio. If you want an authentic mentor relationship, you have to look outside organization. Um, any what? Would you like to say now that now’s your chance now, it’s all you saw your chance, spotlight is on you. But leadership, anything you want to you want to add about leadership that i didn’t didn’t strike me? No, i think what i want to do is talk a little bit about what happened after we did the interviews, right? Because we had all of this material, right? And from having talked to nearly fifty people and there’s a fifty or nearly fifty, now you’re hitting on your head now is forty seven, but nearly fifty sounds, you know, more rounder, right? Yeah, i know, but originally we sent fifty no it’s, not fifty it’s forty six, forty seven, forty seven near severely restructure precision. Provoc absolutely, you read twenty one profiles in the book, which is which are excellent, and then you’ll get you’ll get quotes from an additional um however many eighteen, twenty, twenty, twenty eight people. Oh, that would be forty, maybe forty nine, twenty six people. All right, let’s. Keep it straight on non-profit radio. Yeah, absolutely. Don’t let the clothes confuse you. No. Nor the guest either. Okay, so the so we had all this material, this wonderful material, and we and we knew the book was about leadership because that’s what we set out, that the questions that we asked really were about leadership, but we thought, oh, go boy, the book has to be about something mohr than just leadership. And so what we discovered is that the book is really about the good news social change, it’s about the how to make lasting positive social change because many of the leaders we spoke with are actually doing that every day, making positive social change, often without a lot of fanfare, because it’s the non-profit sector and no one has the money, the advertising budget that a coca cola or pepsi has on dso. So we wanted to do a couple things. We wanted people to recognize that in a time when there’s lots of not so good stuff happening, that there actually is a lot of a lot of good stuff happening. We wanted more people to know about that good stuff. Ah, and we wanted people to be able tto learn from the steps that these leaders outlined for us that became the principles the seven principles that bracket the book. We wanted people to be able to learn from that to make change in their own communities, let you know. I mean, if if they’re working in their own communities, it could be their states, their countries. But the idea is that there’s practical knowledge to be gained here as well as sort of principals. And what have you? Yeah, no. And, you know, i like to details. I mean, that’s. Why? You know, like, you know, like, find a mentor. Yes. You mentor? Yes. No. Up your game in. Ah, in emotional intelligence, etcetera. Yeah. All right. Um, could we, uh i’d like to ah, talk about getting your house in order in your own organization, upto up to where it should be, right? Principle number two yeah, why don’t you? Why don’t you overviewing that on dh? Why it’s important to walk the walk? And and then, you know, i’ll ask you, i ask you something that stuck out for me chur so what? What our leaders told us and we really pretty much knew this already. So it was great to have all these leaders saying it is that if your organization is really functional and and a good place to work in all the dimensions of what that means, then it’s going to be much easier for you, for your organization to be innovative and to have employees who stay in the organization rather than move on so quickly. Eso you’ll get good, organise a, you’ll get good institutional memory and it’ll just be easier to make the change that that you wish to make. That to achieve your mission, it’ll be easier and more effective. Ah, so and again, you know, getting your own house in order, it means a lot of things, right? So we have a sort of a selective list. You could list many, many, many things that a leader should do to make sure that his or her house is in order. But some of them include, and this is this is kind of dahna a stereotype recruit talented, passionate employees. Ah, and then retain them. Ah, make sure you have a number two. Even if that person is not the obvious successor to you. Ah, those kinds of things, right. So in the kind of the human resource is sphere, right? We thought these were really, really important. Make sure that that you’re working on diversity, equity and inclusion. This is a ah something that all of our leaders are focused on on as a routine part of there. There there work it’s, not sam paine, no campaign for divers. So it’s just ongoing, always evolving it’s always part of their hiring and retaining. Yes, this is another thing that really struck us about about what the leaders were saying is that they had you had to start somewhere when if you’re working on diversity, equity and inclusion, and usually you had to start at the top, you know the ceo to be the one to be the catalyst for it. But then you you could never stop. Ah, you and you had to keep addressing it from different angles and different levels of the organization, and that was something of a surprise to us. One of the people suggest hiring people that are smarter than you and including for your board, and he says, i don’t remember who it is but he says everybody around him is smarter than him and again, including board again, you know, that’s that goes back to vulnerability. I mean, obviously these things overlap, but, you know, getting talented people who fill gaps, that of knowledge that you and the institution don’t have. Yes, it takes a lot of humility t be able to really do that, you know, everybody says, i have to say it, but it is much harder to do in practice. You really have to be vulnerable and humble to be able to admit that you don’t have all the skills and you certainly don’t have a lock on the intelligence. Ah, and that seems to be it seemed to us to us to be a theme you mentioned the hiring and terror this one i do know came from tara berry, ceo of national costume. Kartik latto court appointed special advocates, and it was interesting, very poignant that she herself was a foster child. I did some training for a casa in aa in albuquerque, new mexico, someplace many years ago. It’s, um, plan giving training. She likes the idea of having a siri’s of interviews to demonstrate a candidate’s commitment. We thought that was brilliant. You’re dragging them through? Yeah, yeah. You know, you keep showing up. If you have the patience for this you can tolerate. Our work? Yes, yes. I thought that was really, really interesting. It’s, part of the hyre slowly fire quickly, right? But it takes hyre slowly to a whole new level right where that you should you keep creating excuses for the person to come back? Of course, it’s of course you planned it out, right? But they come and they talk to one person and then they come back and they get a tour, and then they come back and they talked to another person. Then they come back and talk to a volunteer. Or or and and the idea is that if they and particularly the young person, that if they have the patients to stay with you through a process that takes a couple of months, right? Oh, interesting. Yeah, there are a few weeks a few months that that this that this could really weed out some of the young people who just need a job and don’t have any interest in your mission and really have no interest in the nonprofit sector. They’ll just they’ll just drop it that i can’t tolerate that right’s takes too long. Okay, um, somebody talks about it. May have been you and linda autonomy in decision making, giving employees autonomy authority to make decisions. So so that’s another s o u you know, now you’ve got the talented, passionate employees right? And you want to keep them on. One of the best ways to keep them is to give them autonomy and shale. Pollack how sarrantonio who runs the bank street college of education was most articulate. I thought about this idea he talks about having been a a noces stint principal in a high school in queens doesn’t really matter on dh his boss was really, really clear with him about where they were meeting point a, where they want, where he wanted him to get to meeting point b, but giving him great latitude and how to get from point a to point b with point b again being very clearly defined with measurable, with metrics and and so on. And i think if you think about bright people, they tend not all of them, but they tend to want to try things they don’t want to be told what to do all the time. They really want to have the space to make decisions themselves and this. Is what this is, what it is is meant by having having autonomy in this in this sense and it’s a really again it’s really, really great thing to aspire to it’s harder to do. Yeah, well, you have to have a lot of faith in the people you have input you have hired, you have to be willing to delegate and give degrees of freedom, not micromanage, right and and accept failure because everybody’s not going to make it to point b, you know, they’re gonna get derailed sometimes all those things, i mean, those right, those air all difficult, but but you tell me essential for growth rate for the organisation, growth on individuals? Absolutely, and the idea being that you’re not it’s, not like you’re not going to check in with them between points and be right, you know, so that if things were really going awry, you’re going to know it pretty early on. But, yes, that’s the idea is that autonomy is a critical part of growing up azaz, an employee and executive it’s it’s, tom tom dent, a ceo of hugh mentum who says, take work seriously, not yourself, right? More humility, more vulnerability. Well, yes. And allowing laughter. Oh, hi. Laughter not around workplace. Yeah, laughter in the workplace on dh maybe not just laughter around you, but sometimes laughter at you. You know, you make a a silly statement or, you know, think about it really takes a lot of emotional intelligence to be able to allow people to laugh with you slash at you. It’s. Hard to imagine that in an office. Well, i i’ve actually been in on the rail. Where? It’s, why, it’s? Why i’m not an employee anymore? Maybe i put the wrong places. I would be a terrible employee now i’m so autonomous i would shoot myself in the interview just now. Neo-sage but, yeah, no, i i’m thinking of the two ceos. Yeah, there was no yeah, now they would not have tolerated that, but those were the nineties to, um yeah, i mean, just yeah, don’t just just just be personable. I mean, just be a person nobody expects in this culture. We don’t we don’t expect perfection from our from our leaders know well, maybe some people do, but what we’re arguing that you that you don’t need to and that you shouldn’t okay? Okay, let’s, take a let’s. Take another break. Like what you’re hearing a non-profit radio tony tweets to, he finds the best content from the most knowledgeable, interesting people in and around non-profits to share on his stream. If you have valuable info, he wants to re tweet you during the show. You can join the conversation on twitter using hashtag non-profit. Radio. Twitter is an easy way to reach tony he’s at tony martignetti. Now time for tony take, too, but we’re going to do this. We don’t work this awkward drop in right now. I’m a safe too. Looked our founder of good link, goodling dot com non-profits connect with businesses that advanced their missions. When i want the best connections i listen to non-profit radio. Thank you. Receive on. I want to give a shout out tio good link it’s with with a c good link dot com it’s a new marketplace where non-profits meet vendor’s no cost to you as the non-profit it’s. Like a bridge to the products and services you need it’s new and i’m trying to help them get started. So see what you think about that good link dot com. Check them out on my tony. Stay too is my number one takeaway from non-profit technology conference, which was two weeks ago in new orleans. Because if i tell you what the number one takeaway is on you not watch the video, which, as all videos are, is that tony martignetti dahna at least all the worthwhile ones. At twenty martignetti dot com, we captured thirty interviews over the two and a half days sixty guests on dh there’s one top thing that hit me. Vivian actually touched on it. But that is all i am permitted to say at this time. Otherwise you’re not gonna go to tony martignetti dot com and watch the video for my number one takeaway from these thirty interviews that i did, it involves a ceo and that’s as far as i’m willing to go. All right, check out the video. Tony martignetti dot com. We got to live with their love. This is the time. Well, it comes whenever i want it’s. Like springstead says she acknowledged without without prompting it’s. My show let’s. See where we going? Staten island, new york starting local staten island, new york shoutout, new york, new york. Multiple new york. But i live in new york city. Manhattan, new york, new york. Multiple staten island. Shut out to you, rosedale, new york. Rosedale is queens, right? And fresh matter was new york. Also queens. Awesome. And beverly beverly. My guest. Beverly. Um, i guess vivian mentioned queens. You you mentioned queens. You have any of you have any friends or family in rosedale? Fresh meadows? I’d you know? Okay, well, they’re listening. Shut out. Live listen, love teo cleans and going a little further west a little bit. We’ve got salt lake city so, like city, utah, slc and going up north from here we got somerville, mass. Um and then going abroad, we’ve got let’s cross the border further north woodbridge, ontario live listener love to you and going further east would be looks like munich. Germany is next. Guten ta ge to germany and then continuing our voyage east. We have tuck out suki, japan could each awhile talk itsuki live ilsen love to you, couldn’t you and ah, and then well, maybe i went too far east cause then we got to come back middle east. We got tehran, iran and then we go up north moscow, russia. I’m not sure moscow’s been with us live listener love to you moscow um and those are our live listeners so far. Oh, no. I missed tampa, florida. We should’ve gone south. Tampa live. Listen, i’d love to you. And then, of course, we got to the podcast pleasantries. Because that’s, where the over twelve thousand people are listening on, whatever device, whatever time pleasantries to you, i’m very, very grateful that you are podcast listeners are vast? Majority catch us on itunes and then it goes way down like that’s like eighty nine percent of something let’s on itunes and then number two is stitcher, like eight percent or something vast difference between one and two, and then lots of smaller podcast platforms were on pod bay player pod player. Okay, however, you’re getting us pleasantries to the podcast listeners and the affiliate affections to our am and fm listeners throughout the country, grateful that your station has us on their roster wherever, whatever day our part we’re in, i’m grateful to them and i’m grateful to you listening on terrestrial am fm radio never let am fm die it’s so personal i love am fm. I use that as a model for the show. There’s a couple of favorite shows that i used to listen to that i aspire to sound like hyre. Yes, i love am fm radio. Affections to the affiliate listeners. Thank you, vivian hoexter for obliging me while i do that. Thank everybody. Vivian. Of course. Co author of the book with linda hartley. Big impact there are consultancy is h two growth strategies. Dot com. Yeah. So i have someone i want to ask you about. I think you blew it the company name age to grow. It should be a tsh to grow. You should stop hte and then you get the water. You don’t get the h two girl, i get the h two hoexter and hartley, i get that it’s to grow, we should be h to grow and then we should feed your roots. We water your leaves. I don’t you know you could teach to grow. Oh, wow. Well, we’ll have to left looking taken should be h to grow. Yeah, you’d be surprised by how difficult it is. Or maybe you wouldn’t be to get earl that’s not taken twenty martignetti dot com was not teo wasn’t is not very popular. Now i got to compete with the martignetti liquor dynasty up in the boston massachusetts era. You said you that you told me earlier you vacation in cape cod. God, do you know the martignetti liquor dynasty? A liquor stores, maybe? All right, there, there, up there, you know, they’re they’re they’re supermarkets of liquor, maybe. Or maybe our listeners. A lot of the settlers in somerville, mass they know them, but these air supermarkets, not just little corner stores, and but i got tony martignetti dot com. I don’t know. Maybe they don’t have any tony’s. I don’t know. I couldn’t get martignetti dot com. They have that liquor barons. Okay, um, it was also like going, oh, gilda’s club. Yeah, the red doors? Yes. You were ceo of guilt for years. I wass and it’s a wonderful organization. It’s, now part of the wellness community, emerged with the wellness community after i left at the time, we had maybe drive it into the ground, did it, and then that’s where they murdered. No, no, no, no. Don’t do that. Okay. There there were a million inference. You made the inference available. I want to say i wanted to feel. Yeah, okay, go for it. Okay, so there were about thirty guilders clubs throughout north america, and i have to visit everyone on dh. We inherited an organization where thie founder and principal funder was was beginning to not want to be the sole supporter of the organisation any longer. Okay? And so we had to build the board, and i have a board that would really contribute and fundraisers. Significant amount. And we weigh doubled the revenue. In the time i was there, we developed. Yeah, it was. It was a good it’s. A wonderful organization, you know? It provides emotional and social support for people with cancer, their families and friends. Yes, families and friends, too. I thought it was just for the cancer patient survivor now not true, okay. Let’s. See, what would you like to talk about? I have other topics are good. But what strikes you about all these forty seven interviews? What? What moves you the most? It was inspiring to talk to these leaders. Inspiration, that’s. One of things i want to talk about. All right. It’s. Really, really inspiring. I mean, teo, be able, you know, we asked some fairly intimate questions like what’s the what’s, the worst and best thing that’s ever happened to you in your life. And what did you mean, what’s your definition of happiness? Yes. You know all these interviews? Face-to-face many of them were face-to-face virality of them were my phone. They tried to do for way tried to face-to-face, yes, but even even on the phone, right, these and and in many in most instances, in some instances, thie leaders had asked to see the questions beforehand, but in some instances they had not seen them, so they were really kind of we got there sort of their raw, fresh first response to some of these questions. And it really the way that many of them have turned tragedy into achievement into empathy into mission. It’s really? You mentioned tara peri at the national casa on dh. You know leon botstein at bard college, whose daughter was killed when she was seven years old, crossing the street to get to the bus. Aunt, he you know, that was early on in his time a bard. And he said, you know, his first impulse was to throw himself out the window. But what he did was he built, barred into really a force to be reckoned with, and and highly the innovative place, you know, they were the first to teach in. Prisons are among the first they were they haven’t this early college which they now have not just in the us, but around the world where kids can earn associate degrees in there four years of high school. Ah, and so is highly innovative place on dh he so i one has to believe right that he took that tragedy and sort of turned that took that anger, energy, whatever, and put it into building barred into the institution that is for children, i mean, well, not for chilled, but for for follow-up kottler college students. But you know that his child never got to be. Yes, yes, yes, yes. So so it’s really was really inspiring to to hear this tio here, that wisdom and to hear how willing these the leaders were to share with us. So that was another thing that surprised us. We knew a few of them before, but most of them we didn’t know and and we only had i would say, of all the people we asked, we only had one or two turn downs, and that was a very, you know, like high level incredibly busy ceo let’s not focus on the one or two. No, no, no, no. But my point is that they’re going to share, willing to share. And i think partially again because people don’t ask non-profit leaders a lot about their strategies and their insights. They ask corporate leaders right? Not non-profit leaders, so to be able to talk about what was important to them and how they’d gotten to where they are and what they see for the future was really, really felt good to them. Ah, and and we’re hopeful that the people who read the book will want to learn more about some of these organizations and possibly support them. At least let it certainly learned and get inspired by the book. Get the book for pete’s sake. It sze called big impact. Um, just get the thing, you know, we can’t we can’t cover it all in an hour. Um, now no, she she endorses. No, certainly not persistence. Another. Another topic you got you to talk about? Um, somebody says somebody says, oh, this is evan wolfson, president of freedom to marry. You cannot win every battle but lose forward. What you talking about? What he’s saying for? So for example, so freedom to marry was one of the key organizations in winning legalization of gay marriage equality. And evan worked on this for thirty two years from the time he wrote his law school thesis about it. And i have to say, he evan is brilliant on dh. He described to us some of the strategies that freedom to marry and its coalition used to win gay marriage. And when he talks about losing forward, want an example of that is going to the south and having and having activity campaigns in the south, even though he knew they knew it would be much more difficulty to get people in the south to really before gay marriage. But they knew they had to engage with the people in the south. They had to engage all over the country. Ah. And the same is true. You know, in certain cultures, arm or conservative, like the latino culture on they engage. They had they had campaigns with latinos. They had campaigns with african americans on dh. They just kept pushing forward, even though again, they knew that they weren’t going to win. Everybody’s. They were going to win all hearts and minds. Right on lee only enough to make it happen. So there’s the inspiration when he’s, he worked on this for over thirty years with his law school thesis. Yes. Excuse me. And, you know, there’s a there’s a someone who’s been on the show. Paul low, big wrote a book called the impossible will take a little while. You know, you have to stay with you. Somebody, someone of one of the people you you interview says that a profound change takes time. Yeah, that might have been you and linda said that a profound change takes time. But, you know, that’s part of the inspiration mean that to me, that which feeding that is the the vision that the leader brings to the organization and and the incremental steps toward that vision, whether it’s eliminating poverty, you know, in in metropolitan boston, you know, whatever it is that commitment to vision and then and bringing people together, who so loved, who support that vision and are willing to work at it for thirty years on dh, celebrate the small victories, right? And then really be good at doing that celebrate the small victories and making sure that your people are taking care of themselves so that they don’t get burnt out life balance. Yeah, one of your i think it’s, i have a bill. Bill uhlfelder yes, talks about life balance and says, if you’re if you’re waiting to get it kind of connected your family over vacations and sabbaticals, you know you’re you’re losing your family. Yes, balance, right? Yes. Is essential for persistence. Well, it is. It is. So this is one where our leaders were sort of all over the map. Okay? Most of them were striving for work. Life balance, right? Most of them. And then a few were unapologetically workaholic. And one said there’s. No such thing as work-life balance there’s. Just life and work is a part of it. That was larry kramer at the william and flora hewlett foundation. Life is a part of it. All right. That’s fair. That’s? Yes. That’s. A decent balance, right? I objective. Yes. Yeah. I think i think larry works pretty hard. Okay. Well, yeah. Um, it’s something it’s a life practice? Absolutely. I’m i’m sort of joking. Yes, way. We believe that work life balance is essential, particularly when you’re working on seemingly intractable problems that will take a while to solve. Impossible will take a little while. All right, we got a car last break. Okay. What’s not to love about non-profit radio tony gets the best guests. Check this out from seth godin this’s the first revolution since tv nineteen fifty and henry ford nineteen twenty it’s the revolution of our lifetime here’s a smart, simple idea from craigslist founder craig newmark. Yeah, insights, orn presentation or anything? People don’t really need the fancy stuff. They need something which is simple and fast. The smartest experts and leading thinkers air on tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. All right, now, let’s, go back to vivian hoexter. Yeah, i get it animated and then bring it back down. What a talent on what a talent unfortunate that one took prompting. Um, okay, so yes, we’re striving for balance. It’s a life’s practice. Don’t give it up. I mean, don’tjust. Don’t just surrender and say my family’s got a week. No, i loved ones have to wait. My friends, even friends go to your go to college reunion now and then high school reunion now and then connect. Yes. Okay. Anything what you want say that? Yes, like you’re exhausted. It it’s just essential, right? It’s, it’s essential. But both linda and i believe strongly in it. I was just at a college reunion last weekend. Pittsburgh, carnegie mellon ah, opportunity. Bunch of guys got together so it’s almost like it’s on my mind and plus, i’m always admonishing, i probably am. I’m not just encouraging. I probably i’m admonishing that’s. I think that’s the right word listeners through the show and videos like help sometimes and wag my finger in a video. Take time for yourself. You know, if you want to give your in e-giving profession if you want to give effectively, i think you have to take yes. And that taking is being selfish and taking time yourself and your family and sometimes even just for yourself, like quiet solitude kind of time if you want to give, i believe you have to take yes, yes. And all too often i think in non-profits the feeling there’s a grateful even feeling of intensity about having to accomplish the mission so it’s hard to do that to take the time that is essential you got and you got to make the time, right? Yeah. Zach’s going to find it? I can never find the time. Yeah, well, time is not going to tap you on the shoulder and say, here i am you found me. You gotta affirmatively make the time. Yes, yes. Don’t keep trying to find it it’s not going it’s not going to make itself apparent to, you know, and it will be uncomfortable at first to take the time. You know things right the first time. You may be the first half dozen time abandoning ship. Yeah. How we’re gonna get along without? Yeah, well, you need to have the humility to recognize that they can write. All right, see how this all fits together. Just get the book for god’s sake. It so it all fits together. Um, okay. You mentioned larry kramer, hewlett foundation. Did you yet has it? He says relationships matter in this in this persistence and drive toward mission, you know, relationships talk about relationships. So what larry is saying, it actually is that for him life is all about relationships, it’s more than just the mission, right? You know, it is the mission, but to him it’s, it’s, that’s what that’s, what it’s about? And i think it’s particularly important in the nonprofit world because so many of the missions of the organizations that we work in our have social missions right there, they’re about either caring for people are teaching people to care for themselves or and so it’s really, really important to be able to relate well to people because there’s also the fact that in the nonprofit sector you can’t play p pent can’t pay people top dollar. Ah, and so there have to be there have to be other benefits toe working inside a non-profit and one of those is having caring relationships with the people you work with and also organizational relationships. Yes, partnering type of yes, flush out that level because these days, right? So number one funders like partnerships, increasingly and, you know, we have lots and lots of non-profits in this country, over a million of them, and maybe a few too many on the a lot of the missions of those organizations are complimentary on dh, so i think it’s really incumbent on organizations to make strategic partnerships a priority. It’s, it’s, it’s, it’s critical. Not on ly because funding is limited because funders like partnerships, but because you get more done, yeah, for less money. Yeah. There’s a synergy. Yes, we’ve had guests on talking about how to find the right partners. Get your board buy-in the board, the board process of formal partnerships and things. Yes. All right, so explore those, you know, think about those. So i’m going to turn back to you let’s talk about something that interests you in the book that we haven’t talked about yet. Great, you know, and it gets all your book, she’s she’s, i feel i feel bad for the guests who bring notes or what? She’s in that vivian doesn’t know what she’s been clutching her book, but they never get a chance to read the notes they bring them. They feel security. I tell them they won’t have time. They hold the notes anyway, and then they never get a chance to look at them. Because, you know, because we’re having a conversation, so would you. Would you find you? You peruse your table of contents? Yes, i did. I did. So i i want to go back to evan wolfson because i i really think that if you read the interview with levon welchlin mary-jo yes, that that interview is kind of a lesson in how to make social change. Evan is the on ly one of the forty seven leaders who has accomplished his mission completely and disbanded his organization. That’s that’s telling that never happens. That’s what he’s done usually organizations expand to find a new mission. So evan now is a high level advisor to other countries around the world that where people are trying to get gay marriage legalized. And he also consults to some. I think now he’s consulting to immigration organizations in this country to try to help them. But he no longer has an organisation himself. And i think his the the understanding how freedom to marry and its coalitions achieved the mission is it’s really instructive it’s really a it’s like a primer in how to make positive social change? Because he did, he did all of it. They got he got really clear about the goal. That’s one of the principles and learned howto articulated persuasively and specifically at a certain point, learned that if you made it about the legal aspect of of gay marriage in the public eye, it was not going to be as effective as if you talked about giving people make having people be ableto love who they wanted to love. At a certain point in the campaign, they really switched the way they talked about gay marriage, and that was really critical to it becoming possible. And then another principle is build. So you have to campaign on many fronts you haven’t. Then you have to build broad based coalition let’s. Talk about the many fronts. That’s a section of the book, so the the idea is that you and really this is sort of the partnership idea is part of part of this that you can’t do it alone and that if you’re not striving to influence the private sector and government, which are the two dominant sectors in our economy, then you’re really not going to make lasting social change, and so you have to work with those sectors. You have to learn how to talk to those sectors on dh, on dh you have to be working on lots of different levels all at once, because otherwise it’s not going to happen on and that includes working with faith based organizations, which some people, some organizations know how to do, and others don’t. But and again, leon botstein at bard makes a really, really interesting point about this. He says that somehow a lot of us, particularly on the coast, i guess, have sort of decided that faith based organizations are not important any more that, you know, because of the increasing secularization of our society, that we don’t need to worry about them. But the truth is that they’re very particularly in the middle of the country, so that maybe in some parts of a very powerful, in vast parts of right, very, very powerful on dh. We. And if you really want to make social change in your community, you’re going to have to work with those organizations because they’re often the ones that are already working on it, right? Yeah. They have, they have the soup kitchen, they have the homeless shelter, you know, they’re they’re already actively engaged in making change or taking care of the people in their communities. And so you really have to reach out to them. And they’re in the community there. Yes, there the communities. They know the local leaders, whether they’re the official leaders of the unofficial leaders, if you want to work in yeah, you want make real change and work in the grassroots. You need to know who the unofficial leaders are direct in the community. Yes. And your faith based the metoo the organization’s know that stuff? Yes, there, there they’ve been. They’ve been there for decades and generations. Yes. Okay, um yeah. So you ah here’s, sort of where we just have a couple minutes left together. What what struck you about some of the questions? You got answers. You got to the question. Ah, you asked everybody. How do you define happiness? So, you know, it’s, a that’s, a highly personal question, right in the sense, in the sense that it’s different for for everyone and some of our leaders, because their lives are so frenetic, all they want is peace and quiet to them. That’s happiness, but that’s rygel yeah, yeah on dh then, for some it’s being with their families and, you know, spending time with the people they love. Ah, and, you know, interestingly, when we had not a lot of them said, you know, happiness is sitting at my desk for twelve hours a day for a lot of money or a lot of no, no, that not this group, not this, you know, and again that’s part of the emotional intelligence, right isn’t understanding what really makes life worth living, which is relationships and meaningful work and all of those things. Six okay, um, let’s see, what do you love about the work you’re doing? Well, i’ve always been mission driven, tonia, you know, i got an mba and i tried to work in the corporate world, but i wasn’t happy and lord and taylor, i was with the fire and the fire lord, and i was that i was at best foods is a problem manager didn’t work no, no. And so what really makes me happy is is helping to make positive change in the world. I mean, that’s and helping the underdog. I’ve always wanted to help the underdog leave it there. All right, you she’s vivian hoexter get the book for god’s sake. It’s called big impact insights and strategies from america’s big impact inside insights and stories who wrote strategies? I needed an intern to blame for this insights and stories from america’s non-profit leaders. If i had an intern, they’d be fired, if any more to recommend anybody. Let me know next week the first release of the ntcdinosaur provoc technology conference interviews thirty of them coming and next week is may already. If you missed any part of today’s show, i beseech you, find it on tony martignetti dot com were supported by pursuant online tools for small and midsize non-profits data driven and technology enabled tony dahna slash pursuant radio weather cpas guiding you beyond the numbers wagner, cps dot com until those credit card payment processing, you’re passive long term revenue stream tony dot mm slash tony tell us. Our creative producer, is claire meyerhoff. Family roots is a line producer. Thie shows social media is by susan chavez. Our music is by scott stein of brooklyn. With me next week for non-profit radio. Big non-profit ideas for the other ninety five percent. Go out and be great. You’re listening to the talking alternative network e-giving nothing. Cubine hi, i am dr tranquility of dr tranquility pr, successfully meeting the media needs of the wellness community as an expert myself for major mainstream media, radio, tv and french magazines. I now have. L’ve you book interviews for broadcast radio, podcast, television and i pay tv as well as many, many magazines reach me to one to nine to zero one six zero three me. Hey, are you feeling unhappy with your body, shape or size? Ever feel out of control with food? I’m elizabeth from nourish the soul, and on the show you will uncover the route to these imbalances and discover a permanent solution toe having a healthy relationship to food and your body. Join us every thursday morning at eleven a, m eastern time on talk radio dot. Hey, all you crazy listeners looking to boost your business? Why not advertise on talking alternative with very reasonable rates? Interested simply email at info at talking alternative dot com are you into comics, movies and pop culture at large? What about music and tv? Then you’re in for a treat. This is michael dulled, your host on talking alternative dot com. I’ve been professionally writing comic books, screenplays and music articles from fifteen years. 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