[Image description: A tired orange-striped cat with their eyes closed, on a black background. This kitty is probably tired making decisions in our flawed, top-down decision-making model. Pixabay.com]
Hi everyone, before we launch into today’s post, my friend Oz recorded my Guided Meditation for Nonprofit Professionals. Check out Oz’s soothing voice as he guides you to the Land of Sustainability in this free 12-minute relaxation exercise. “Breathe in and out […] Your desk is completely clutter-free and not a coffee-stained dumpster fire of chaos and broken promises.” (Original written meditation here)
One of the things EDs and CEOs have noticed is that we get “decision fatigue,” and one way it manifests is in our frustration at having to make even small decisions when we’re at home. The other day, for example, my partner (who also directs a nonprofit) was hungry and asked which of two packages of ramen I recommended she eat. I was unable to answer. “I’m torn!” she said, “Just make the decision for me!” I stared at her for several more seconds before hissing like a cat and scampering into the living room to hide behind the couch.
Decision fatigue is real, y’all, and it has sometimes led to fights and arguments in our household over the most ridiculous things. (“Which movie should we see?” “Hisssss!”) It is also symptomatic of the weakness in our society’s default decision-making philosophy. This philosophy is basically top-down and hierarchical, where the people who have the most power have the most decision-making authority, even in areas where they have the least amount of knowledge and experience. The ED/CEO makes the final decisions on everything. Staff who challenge the decisions get into trouble. And the board sometimes vetoes the staff’s decisions. Continue reading →
[Image description: An adorable little baby pig. They are pink with black/gray patches. Pixabay.com]
Hi everyone. I’ve been bringing up a whole bunch of controversial things on this blog, but this may be the one that makes people rush to my office and kick down my unicorn shrine. Yes, there is a unicorn shrine at my office; let’s not criticize one another’s Feng-Shui-based fundraising strategies, OK?
But put on some calming Kenny Loggins music and hear me out for a second. This post is not going to shame you for eating meat, and it’s not trying to get you to become vegan. It will, however, attempt to get us all to recognize the challenges and dissonance posed by meat in our work fighting for a better world, and maybe persuade you to cut down a little bit on that delicious meat and scrumptious cheese as you are able. That’s all. Please put down the broken bottles of gala wine. Continue reading →
Thanksgiving is coming up this week, and all of us in the US will likely be reflecting on things for which we are each thankful. That’s great. Gratitude has been scientifically proven to lead to all sorts of benefits, from reducing stress, to improving sleep, to making people around us less likely to poison our hummus.
Hi everyone. I just finished reading Edgar Villanueva’s important and illuminating book, Decolonizing Wealth. It highlights something we actively avoid talking about: the history of philanthropic dollars, which is rooted in the colonization of Native land, slavery, and other abuse of and extraction from communities of color. The book also presents a hopeful path forward. I highly recommend it, and will be discussing it more in depth in one or more future posts, so please check it out.
[Image description: An adorable little brown weasel with a white underbelly. It’s crawling out from under what looks like a wooden porch. This weasel has nothing to do with this post. And jokes about its resemblance to the author are not appreciated. I probably should have used a squirrel. Pixabay.com]
I’m slightly grumpy right now due to the news, and also my two beautiful small children who threw tantrums this evening over something ridiculous. The five-year-old because he had to trace all of four words for his kindergarten homework, something he literally could have done in 30 seconds if he hadn’t spent 30 minutes crying about how much work it was; the two-year-old because his banana had a single bruise spot on it. So keep this in mind as you read. The ornery tone of this post, it’s not you. It’s me. But it’s also possibly you.
A few weeks ago, I gave a keynote, and during the Q&A, someone got up to ask a question:
“I really appreciate how you are trying to move us away from scarcity and martyrdom, but…”—I knew what was coming next— “how do we do that when there’s only so much funding to go around?”
Well slather me in hummus and call me Randall, there’s only so much funding to go around?!Continue reading →
[Image description: Three cute fluffy yellow ducklings. One is on the ground, while the two other ducklings are standing looking at the duckling on the ground. They all seem to be friends. Image from Pixabay.com]
Hi everyone. This week’s post is long and a little serious (despite the picture of ducklings). But before that, a couple of quick announcements. First, PLEASE VOTE!!!
Second, I’m doing a Facebook Live this Tuesday, November 6th, 12:30 to 1:30pm PST, to update you all on what’s been going on with my organization, Rainier Valley Corps, and to answer any questions you may have. I think people sometimes forget that I am an executive director of a capacity-building-focused social justice organization, so I’m going to try to host these conversations quarterly. They might even inspire me to comb my hair more often.
A few years ago, an ED colleague called me up, upset and frustrated. Her team had started mobilizing against her. What had started as a misalignment in priorities spiraled out of control, and now staff were having clandestine meetings. The once-friendly office was cold, to the point where staff would no longer say hi when she entered. When she tried to ask for feedback, the attempts were rebuffed, leaving her hurt and confused. Morale was at an all-time low, and she thought about quitting daily.
Another leader, in another city, was in a similar situation, but with a particular member of his team. A firing of a problematic staff member who had been close to this team member started a chain of events. Now all his actions and motives were suspect. Even the simplest thing—closing the office door to accept a phone call—was interpreted as a sign of malice. Other staff who had no issues with him were now being pulled into the drama, and a narrative was building that he was prejudiced against certain ethnic groups, which was deeply unsettling to a leader of color at a social justice organization. A faction that agreed with him on the firing formed to support him, and the tension between the two groups threatened the mission.