The Foraker Group

This holiday season, Diwali, Hanukkah, Solstice, Christmas, and Kwanzaa all celebrate by embracing the light. The light that shines through these darker days brings with it joy, delight, connection, and reflection. I like to think it also promises us more light ahead – not just in sunlight but in all the other ways we may need it, too.

In this particular season, I find myself wondering where we are right now in the grand scheme of history. There are no good words for it. It feels less clear to call it pandemic time and equally unclear to not think of it in those terms. We might feel more collective comfort if we could name it, but that label eludes us. Instead of a name, I am left to look and talk and listen to many in our nonprofit sphere to find my answer.

From this space, I hear we are collectively still recovering. We are still feeling for – in fact, desperate for – solid ground beneath our feet as we make our decisions. We are still holding our breath as we continue navigating a never-ending stream of decisions about how to make our budgets work for maximum good, how to do the best we can for the people we work alongside, and how to absorb the loss of funding and volunteers when we need them the most – all without losing the ground we just recovered. I see hands reaching out for safety, security, and assurance in so many ways that it isn’t clear whether those who are asking even know what they are seeking. The complexity of this time has us in unknown spaces and the weight of it all is real, even when we can’t name it.

I feel it, and based on almost daily exchanges, I know I am not alone. So it is that at this moment the promise of more light seems so very important.

For years we have been ruminating on what it means to live in a VUCA world – the place where volatility is met with vision, where uncertainty is met with understanding, where complexity is met with clarity, and where ambiguity is met with agility. Using VUCA to describe this overarching time in our lives has often given me solace. But as I think more about how the combination of these leadership traits works to move us forward, I realize that there is something else at play when I say “ambiguity is met with agility” and that is the belief that in the end, in fact, it will be okay.

There are some signs that our collective belief in a good ending to a workday, a project, our mission efforts, and our work relationships, might be slipping away. I wonder what you see and feel? For some context, one of my mentors often reminded me when I became a CEO that “if it is not okay, you are not done, so keep going until it is okay.” This made so much sense to me because I understood that we shared a common understanding that it would resolve and be okay. I never really questioned it.

But now I see signs from so many who also used to trust and believe – signs that something is different. This often looks like the loss of joy in the workplace. Sure, they are showing up and doing the work but with less spark that the belief in a good ending brings. I am also hearing so many mixed messages from both leaders and staff for a strong desire – even demand – for flexibility while simultaneously asking for a level of clarity and boundaries and a process that used to be unnecessary. I hear conversations and overgeneralizations about one generation or another in the workforce that manifest in questioning each other’s intentions rather than seeing a larger theme at play. These moments often result in less trust and less willingness to hold the belief together that it will be okay. Admittedly, it was hard to maintain the mantra of “trust the process” before 2020, but it seems now that even for those who could, the barriers are greater. I worry for us.

I worry because this belief, knowing deep down that it will be okay – that it will all work out in the end – this is our nonprofit superpower. This is how we get up and keep doing what we do.

This deep belief allows us to do what seems impossible on any random Tuesday.

This deep belief creates possibility and abundance when scarcity tries to win.

This deep belief suspends the rules or, better yet, lets us not need the rules in the first place.

This deep belief has us laughing with each other and provides the backdrop to our knowing nod that “we got this.”

This deep belief connects us and encourages trust that we are stronger together.

This deep belief comes with its own safety net that catches us when everything else seems in motion.

This deep belief reminds us that the work is worth it – because it is.

Despite the very real challenges we face, I still believe.

I want this belief to be strong for you. For me. For everyone in our work. Because WOW, a superpower like that can change the world and our way in it for the better.

So, if I could give you all a gift in this season that celebrates the light, I would give you:

• A flashlight to focus your light in the area that needs the dark thoughts to disperse the most
• A candle to create a calm and cozy space for you to breathe in the good
• A string of twinkling lights to hang in your office to bring delight and a joyful spirit
• A spotlight to shine down on you while you are doing your best superpower pose knowing that what would spring forth is your ability to see and do good in your communities
• A lantern to see the larger circle of all of those around you who are in this work with you

Truly, I would shine all the light your way through this time and into the new year where we can remind ourselves and each other of our hope, our faith, and our belief that it is going to be okay.

Let’s shine bright together.

Laurie

Plenty has been written about the importance of finding “the right” communication channels between the whole board and CEO/Executive Director and the board itself. Often, we think of a few paths for this communication:

1. Executive or board evaluation
2. Board meetings
3. Scheduled check-ins between the executive and the board
4. Regular written updates

Recently, I wrote an article on executive evaluation, and I encourage you to revisit it if you and your team are struggling in this space. We also have several articles on board meetings that speak to many aspects of the meeting structure, including the role of staff. Two quick points to consider that could maximize communication in the boardroom are:

• Recognizing that it is a board meeting, not a staff meeting. If you are the executive, ask yourself how to provide the board with enough information upfront so you are a resource and a complement to the conversation – not the only one talking. This is tricky with a board that is often used to listening and reflecting, or a board that is disengaged or unclear about its role, or a board made of new members. It can also be a challenge with a new executive. Assigning discussion leaders, using committees in advance, and setting questions in the agenda can all help this process go more smoothly.
• Recognizing that meeting time is valuable, there is no reason to take up space with a verbal “executive report/operational update” unless it can focus on “why” rather than “what” or “how.” “Why” conversations keep the board strategic, create more space for dialog without wandering into details, and help everyone know why the topic is important to consider. “Why” conversations can also provide the landscape for other discussions on the agenda, connect the mission to emerging trends in the work, and allow for deeper or future thinking on the state of the mission, the organization, or the community. If “what” and “how” details are the norm, the first step toward a shift can be putting those details in writing and avoiding the use of valuable meeting time to talk about them – instead letting the details add background to the more important conversations. The exception to this is, of course, if the executive or committee is asking for that level of feedback – but this is rarer than you might imagine.

When it comes to the other two avenues of verbal and written communication, I am more convinced than ever that there is no “one right way.” To be heard and to receive the support each need, multiple channels must work for successful executive-to-board and/or board-to-board communication.

We all communicate differently so don’t hesitate to add your own style. That said, in general when it comes to executive-to-board or board-to-board communication, the following eight commitments will help you succeed in being seen and heard:

1. Commit to multiple channels to ensure the greatest response. This is not to be confused with being burdensome, tiresome, or overly repetitious. The goal is to reinforce important messages and create meaningful connections.
2. Be willing to make time for communications – both in their creation, in our consumption, and in our response, which should all be mindful and respectful.
3. Prioritize regularity and consistency. Do this and four things happen: 1) You build trust in ways that your audience is more ready to receive the communication. 2) You lessen the chance of a communication void that can be filled with unhelpful chatter. 3) You help your team know that when you are communicating outside these regular parameters there is an urgency that requires their attention and action. 4) You can prioritize, organize, and plan your topics.
4. Make a clear distinction between an update and a call to action. In an email, on an agenda, and in your updates, this distinction matters. Being clear about your expectation of return from your communication alleviates stress, lessens misunderstanding, and mostly ensures you are heard.
5. Make a clear distinction between strategy and detail. There is a telling adage that “we get back what we give out,” meaning that the elevation of our communication must be at the level we want for the returning conversation. If you want to be strategic, stay strategic in your delivery. If you want operational reflection, give a lot more details.
6. Commit to reinforcing your messages in real-life Yes, write it down but don’t expect that everyone, or maybe anyone has read it all. Real conversation builds trust and helps us understand each other.
7. Have respect for intent. Let’s face it, sometimes we get our communication wrong. We use the wrong words. We set the wrong tone. We choose the wrong path. I do it, and I watch so many others get it wrong. Sadly, this is not the worst part – that is left to the response. The often extreme response to the board or executive quickly leaves anything that looks like respect and pounces on intention. Rather than asking for a course correction in behavior, the tendency to determine one’s intention is toxic. If we are going to commit to communication that moves the mission forward, we must separate intention from behavior. So rarely in our world are intentions up for question even when we have misstepped in our behavior and action. This is the moment to reset, regroup, reflect, and move forward respectfully.
8. Know that teams move at the speed of trust. Take the time to find your mission connections. That is why you are communicating in the first place. There is a bond that holds you together. Focus here – first and last.

These eight over-arching approaches can then be further refined in your use of verbal and written communication. More specifically…

Verbal Connection

I am a big believer in the regular verbal check-in. This most often happens between the board chair and the executive to lay out the upcoming board meeting agenda. This can be a great use of time as it offers synergy to the issues that matter the most and focuses the agenda on areas where the board can have the most impact and the executive needs the most support. Too often this is not how agendas get formed or refined, which leads to less effective communication overall. Beyond a regular and consistent connection with the board chair, I strongly encourage some rhythm of one-on-one communication between the executive and each board member during the year. That could be semi-annual or quarterly sessions (depending on the size of the board). These could be casual in nature with the intent of building trust and hearing more about mutual connections to the mission, or they could focus on ways to engage or reflect on a specific topic. Either way, the goal is connection – not off-side decisions.

Written Connection

Email, text, team/board updates, or reports – these are all usual ways of executive-to-board communication. We recommend not just one of these but all of them – each for a different purpose. Generally, I would recommend these basic communication rules using these tools.

• Text: Use text for immediate logistics like sharing a log-in number or for quick touch points. Do not use this tool for board discussions or complicated conversations with multiple strings.
• Email:
  • Use email for immediate needs and information that cannot wait until a monthly communication.
  • Use email to reinforce access to other communication the board needs like the board packet, which can be attached to the meeting notice in Outlook, or something in your board portal site, or something more public on your social media channels. Your judicious use of email will help everyone know the information is urgent because it can’t wait for the monthly communication.
  • If you can, share with the board during orientation how your organization uses email. For example, I tell my board that if they are hearing from me over email, it is because I need action from them. This serves as a reminder to me to use it carefully and sparingly, and it helps bring the email into focus amidst a full inbox.
  • Maximize the subject line to say exactly what you want and when you want it. Examples include: “Respond by COB on Tuesday,” or “Read before the meeting on Friday,” or “FYI no action needed.” This can also be reiterated at the top of the email. You may have noticed more emails coming through with a yellow highlight that says “BLUF,” which stands for “Bottom Line Up Front” as a way of telling the reader exactly what action or purpose the email serves and then goes on to give the context. For many with full email boxes, this strategy is golden.
  • Only “reply all” if that is the culture of the organization. The BCC line can be a method to discourage “reply all” but you still need to be transparent about who is receiving the email. This is as simple as the salutation “Hello board members,” or “Good morning board and staff.”
  • Do not use email to make legally binding decisions of the board – Alaska law does not allow this – or to discuss personnel issues – EVER. Pick up the phone or have a meeting with an executive session.

Board Monthly Connection

This tool is referred to as a board report or a board-staff update. It is often delivered monthly or quarterly. Its intent is to capture enough flavor of the big work so that people feel connected to the mission, and it offers potential action items to move the mission forward. A quick Google search will provide some examples. For many of you, this is new and for some, it might need a refresh. Use this tool to create consistent and predictable communication from the executive to the board or within the board if there are no staff, to set expectations that service extends beyond a board meeting, to distinguish between information and urgency, and to reinforce other communication and commitments. A few considerations we have learned along the way with this tool:

• Create a template, either one you make or one you buy, to offer consistency and make it easy to scroll. Your format should offer opportunities to dive deeper or ask questions if there is interest.
• Choose a delivery mechanism that won’t get caught in spam filters and requires little or no clicking to get to – easy access is key.
• Use pictures not just words.
• Focus on the future before recapping the past.
• Encourage engagement and excitement.
• Limit clicks for more information or action. The whole document should take less than five minutes to read.

As one example, the framework of my monthly update includes:

• A short paragraph about the month with a picture of “mission in action”
• A few bullets on ways to be a “Foraker Advocate or Ambassador”
• A few bullets on “Exciting Projects Coming Soon”
• A summary of board committee activity and upcoming meeting dates in case others want to join the conversations (minutes are provided in the board packet for a full description)
• A reminder of dates for future meetings or other activities or celebrations

A brief recap of our work for the month to reinforce our commitments and values

Among the many “go slow to go fast” tools from us, getting communication right can be tricky. Often the best-received message is one where we chart a path for the right message, at the right time, delivered in the right way, for the right reason, and by the right messenger. Phew, that is a tall order. For these reasons, we encourage you to move carefully and strive for multiple channels of communication to reinforce the topics that matter the most.

Need help? Want to share a success? We would love to hear from you.

Laurie

The Foraker office is closed today in observance of Veteran’s Day. We will reopen on Monday, November 13.

We are grateful to all who have served and all the nonprofits that support their service.

Foraker is improving its systems with a technology upgrade. If you have called or emailed our team in the last 48 hours, we may not have seen your message. The best way to reach a Foraker team member is by sending an email to info@forakergroup.org. The message will be passed along.

Our systems will be running at full capacity in the coming days. Thanks for your patience!