communication

Managing a Nonprofit Organization

March 2, 2017 by TimBryce

It’s not exactly “rocket science” but some people still don’t know how to do it.

Recently I was adding up the number of Board of Directors I have served on over the years for nonprofit organizations. This includes computer societies, fraternal organizations, homeowner associations, even Little League. The number was over 50 where I have served in some capacity or other, everything from president, to vice president, secretary, division director, finance chairman, publicity and public relations, newsletter editor, webmaster, even historian. In other words, I think I’ve learned a thing or two about nonprofit organizations over the years. One of the first things I learned early on is that unless you manage the nonprofit group, it will manage you.

Running a nonprofit group is not exactly rocket science and is actually pretty simple, but surprisingly few people grasp the basics and end up bungling the organization thereby creating upheaval for its constituents. If you are truly interested in properly managing a nonprofit group, consider these ten principles that have served me well over the years:

Know the rules

Get a copy of the governing docs, read them, and keep them with you. Do not try to hide them. In fact, make them available to your constituents either in paper form or as a download on the computer (such as a PDF file). Got a briefcase dedicated to your group? Keep a copy of the docs in it and, if an electronic version is available, place an icon on your desktop to quickly access it.

Get to know your constituents

How can you expect to adequately serve them if you do not know what their interests are or the group’s priorities as they perceive them? They won’t always be correct, but understand their perceptions and deal with them accordingly. You might want to circulate a survey to get their view on certain subjects, and to solicit their support.

Communicate

Not only with the other members of the board, but with your constituency as well. Failure to do so only raises suspicions about what you are doing. Newsletters, e-mail blasts, and web pages are invaluable in this regard, particularly the latter where you can post news, governing docs, contact information, meeting minutes, audit reports, correspondence, etc. Simple communications will clear up a lot of the problems you will face as an officer on the board.

Administer

Keep good records, regardless if government regulations require it or not. Whether you are maintaining records with pencil and paper or by computer, it is important that accurate records be maintained, particularly about the group’s membership, logs of activities, attendance, finances, minutes, etc. It is not really that complicated to perform; you just need someone who pays attention to detail. Don’t have the manpower to do it yourself? Then hire someone, such as a management company, who can competently keep track of things.

Lead – people like to know where they are headed

If you are in charge of the group, articulate your objectives and prepare a plan to get you there. Also, do not try to micromanage everything. Nonprofit groups are primarily volunteer organizations and the last thing they want is Attila the Hun breathing down their necks. Instead, manage from the bottom-up. Delegate responsibility, empower people, and follow-up. Make sure your people know their responsibilities and are properly trained. Other than that, get out of their way and let them get on with their work.

Add value to your service

People like to think they are getting their money’s worth for paying their dues. In planning your organization’s activities, be creative and imaginative, not stale and repetitive. In other words, beware of falling into a rut. Your biggest obstacle will typically be apathy. If your group’s mission is to do nothing more than meet periodically, make it fun and interesting, make it so people want to come and participate. Try new subjects, new venues, new menus, etc. Even if you are on a tight budget, try to make things professional and first class. Change with the times and never be afraid of failure. You won’t always bat 1.000 but you will certainly hit a few out of the park and score a lot of runs.

Keep an eye on finances

As officers of the Board, you have a fiduciary responsibility to maintain the group’s finances and report on their status. I cannot stress enough the importance of having a well thought-out and itemized budget. Operating without one is simply irresponsible. And when you have a budget, manage according to it; if you don’t have the money allocated, don’t spend it. Obviously, you should also have routine finance reports produced (at least on a monthly basis) showing an opening balance, income, expenses, and a closing balance. Most PC based financial packages can easily do this for you. At the end of the year, perform a review of your finances by an independent party, either a compilation as performed by a CPA or a review by an internal committee. Post the results so the constituency can be assured their money has been properly handled.

Run an effective meeting

Nobody wants to attend an inconsequential meeting. Whether it is a weekly/monthly board meeting or an annual meeting, run it professionally. Print up an agenda in advance and stick to it. Start and end on time and maintain order. Got a gavel? Do not hesitate to use it judiciously. Maintain civility and decorum. Allow people to have their say but know when issues are getting out of hand or sidetracked. And do yourself a favor, get a copy of Robert’s Rules of Order and study it.

Beware of politics

Like it or not, man is a political animal. Politics in a nonprofit group can get uglier than in the corporate world. Some people go on a power trip even in the most trivial of organizations. Try not to lose sight of the fact that this is a volunteer organization and what the mission of the group is. Keep an eye on rumors and confront backstabbers, there is no room for such shenanigans in a nonprofit group. If you are the president, try to maintain an “open door” policy to communicate with your constituents. It is when you close the door that trouble starts to brew. Also, ask yourself the following, “Who serves who?” Does the board serve its constituents, or do the constituents serve the board? If your answer is the latter, than dissent will naturally follow.

Maintain control over your vendors

Try to keep a good relationship with those companies and people who either work for or come in contact with your group, particularly lawyers. Always remember who works for whom. I have seen instances where attorneys have taken over nonprofit groups (at a substantial cost I might add). The role of the lawyer is to only offer advice; he or she doesn’t make the decision, you do (the client). One last note on vendors, make sure you maintain a file of all contracts and correspondence with them. Believe me, you’re going to need it when it comes time to sever relations with them. Keep a paper trail.

Bottom-line

un your nonprofit group like a business. Come to think of it, it is a business, at least in the eyes of the State who recognizes you as a legal entity (one that can be penalized and sued). There are those who will naively resist this notion, but like it or not, a nonprofit group is a business. Consider this, what happens when the money runs out?

I mentioned earlier that you might want to hire a management company to perform the administrative detail of your group. To me, this is an admission that the Board is either too lazy or incompetent to perform their duties (or they have more money than they know what to do with). Just remember, it’s not rocket science.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a freelance writer and management consultant in the Tampa Bay area of Florida. He is a member of Dunedin Lodge No. 192 F.& A.M.

For Tim’s columns, see: timbryce.com

Let’s Sit Down and Talk

March 5, 2014 by TimBryce

BRYCE ON SOCIETY

– The need for some simple, candid discourse.

Once a week, I sit down with a group of friends after work for a little get-together. The purpose is simple, to just talk. Eight people regularly attend, but there are a few others who drop by from time to time to listen in and add their two cents. We’ve been doing this for about five years now and find it more rewarding than any other meeting we attend. Actually, it’s quite therapeutic and something I highly recommend.

It all started accidentally. As the secretary of a nonprofit organization, I periodically visit the office after work to check the mail and process paperwork. Following this, I would make it a point to visit with the former secretary, who was my mentor, at his home nearby. At first, we would simply talk about what was going on in our nonprofit, and the events of the day. After awhile, I invited one of the other officers to accompany me to the secretary’s house. Then another, and another, until we had eight people. Let me be clear, this is no “club,” as much as it is a simple get-together of men with common interests.

Over time our discussions grew to cover a wide range of subjects: politics, religion, love, friendship, death, sports, humor, youth, aging, aches and pains, history, military experiences, morality, dining, just about anything was up for grabs. Often I would review an article I was working on and ask for their feedback which would lead to some lively discussion. Personally, I find such discourse invigorating. Someone may also review a news item, read a story, a book or poem, or possibly something from the Internet. Our discussions are always civil and from the heart. Do we agree on everything? Hardly, particularly politics and religion, but this is what makes the group lively and interesting. Afterwards, we always shake hands in friendship.

I think I can safely say, on behalf of all members of the group, these weekly get-togethers are more meaningful than the meetings at our nonprofit. We can argue, laugh, but more importantly try to understand the other person’s point of view and what is important to each of us. We’re not so much concerned with developing a camaraderie, as much as to apply mental gymnastics and enjoy each other’s company. If it was a matter of choosing between this meeting and our nonprofit, the nonprofit would undoubtedly lose.

I have mentioned this forum to other people who expressed admiration, even envy. Some women friends in particular find it interesting when I describe it. They may have several girlfriends, but they never speak with such intimacy as our group does. This is a shame as I believe we all need an outlet to express our views. Certainly we will discuss such things with our spouse, but to be among people of common interest where you can open the kimono, reveal a part of your soul, and know that your privacy will be maintained, can be very rewarding. I believe it to be analogous to an AA meeting without the addiction. There is something about the banter, discovering the commonality of experiences, and the different perspectives that makes this meaningful. This is certainly not the place to reveal your deepest and darkest secrets, which may embarrass yourself as well as others, but to simply talk about anything openly and candidly.

If I had to give some advice as to how to start such a group, there are three things to consider: inviting the right people, selecting the venue, and appointing a moderator.

Inviting the right people is very important and I suggest discretion, particularly in the early stages until the group is functioning smoothly. You do not want to invite just anyone, you want to select people with a common focus; people you trust, respect, enjoy their company, and will contribute to the group. You certainly do not want a clown who will distract it. I suggest you develop a core group first and invite others after the implied rules have been established. Such rules should not be written as too much formality will defeat the purpose of the meeting, which is to simply meet upon the level. So, start small and add members like a snowball until you reach a manageable number. The most people we’ve ever had at our get-togethers is ten, but that is rare.

Consideration should be given to selecting people based on gender. I have learned over the years, there are things men will only tell other men, and I suspect the same is true between women. This may not be a hard and fast rule, but you should give it some serious consideration.

Next, selecting a suitable venue is important. Since we reside in Florida, most of our get-togethers are spent on a screened lanai. We come inside only when it is too cold or rainy, but that is rare. We might also enjoy some libations and perhaps a good cigar, but I realize not everyone would enjoy such pleasures. Instead, invent your own but do not make it too lavish. Keep it simple so that it doesn’t become an annoying burden. Remember, your primary reason for attending is to talk, not snack. Pick a time and date that is convenient for everyone. In our case, it is usually after dinner in the middle of the week.

The last element is selecting a moderator, not someone who will govern with an iron fist, but rather someone who will help lead the conversation. In most cases, the conversation will control itself. Some gentle moderation though can be useful to regulate the conversation and provide everyone a chance to speak. In all of our discussions I cannot think of an instance where someone slandered another person’s opinion. We might not agree with a given point, and argue accordingly, but we certainly respect the individual’s opinion. I heartily encourage the use of a written paper, particularly a composition by someone in the group, be it an article, a letter to the editor, humor, something of historical significance, a book or poem, or whatever. By presenting such a paper, you are establishing a position and encouraging others to refute it. When you present such a paper, be prepared to accept criticism and learn from it.

About a year ago, one of our members brought his son to our group. He was on leave from the Air Force. We made him feel welcome and he sat with us as we discussed a wide variety of subjects. Throughout the discourse he remained silent, just observing the give and take. At the end, I asked him what he thought of our get-together. He said he was impressed by the number of things we discussed, our remarkable frankness, and that it was an excellent forum for a person to state his opinion without fear of retribution. He had never been involved in such candid conversations before and found it most stimulating.

Years ago, such discourse was valued in our society. People would discuss the events of the day on a soap box, in taverns, over a card game, or just between friends. Now, in this age of political correctness, such openness is discouraged and there are few chances for frank discussions. Most people today rely on the talking heads on television to form their opinions. As for my group, we would rather begin the dialog by simply asking, “What do you think?”

If you need help establishing such a group, please let me know.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
timbryce.com

Like the article? TELL A FRIEND.

NEXT UP: HABITS – Positive or negative, we should be sensitive to excessive repetition.

LAST TIME: YOUTH WILL HAVE ITS DAY – Some disturbing social trends I have trouble understanding.

Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern), KIT-AM 1280 in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific), and KGAB-AM (650) of Cheyenne, Wyoming. Or tune-in to Tim’s channel on YouTube.

Harmful Interference

March 18, 2012 by The Euphrates

Almost every day, I seem to read an article or watch a news cast which discusses the controversy surrounding some religious principle. These stories fascinate me because of the variety of religious views that people hold. It seems hard to believe that humans could all descend from one common ancestor and yet have so many different religions. It’s even harder to believe that two people who belong to the same religion can have nearly opposite spiritual beliefs.

Of course, when you consider the course of history the plethora of religious disagreements isn’t so surprising. Throughout the centuries there have been countless prophets, texts, and religious leaders preaching different ideals. If you examine any major religion, there seems to be very little unity among its followers. Every religion has numerous sects and denominations and each one of those divisions has several leaders which teach their own particular view of their faith.

With all of these differing opinions, it is hard to distinguish what the Almighty would really want for his creation. Unfortunately, God doesn’t have his own radio or television station.

Or does he?

The proliferation of different religious ideologies through rhetoric can cause harmful interference to communication between man and God.

The Federal Communications Commission defines harmful interference as

“any emission, radiation or induction that endangers the functioning of a radio navigation service or of other safety services or seriously degrades, obstructs or repeatedly interrupts a radio communications service…”

The radio communication I refer to is the beautiful language of symbolism. The earliest men used symbolism to explain abstract spiritual principles. Symbolism is pure in its form and is more appropriate for describing the complexities of the Deity. They can only become controversial when man uses rhetoric to ascribe absolute explanations to them.

As many have properly noted, symbolism is the language of God.

Luckily for Freemasons, we belong to an organization that relies on symbolism to teach moral precepts. It allows us to be free from spiritual dissent by allowing its concepts to be illustrated rather than explained through language. It is a beautiful way to reduce the harmful interference that is continuously found outside of the lodge.

Like what you are reading at The Euphrates? Email me to join my mailing list at euphratesblog@gmail.com.

Your Management Style

May 25, 2011 by TimBryce

NOTE: I originally wrote this post for my management consulting business, but it is just as valid for those people hoping to become a Worshipful Master of a Lodge. I hope you enjoy it.

I know a young man who was recently promoted to the position of “Project Manager.” This was his first management position and he was naturally a little nervous going into it. Knowing I frequently write on the subject, he asked for my advice as to what to expect. I began by saying management is not for everyone as it represents a leadership position where you become responsible for your subordinates. Some thrive in such a capacity, others prefer being led. I had a friend who was a master machinist and happened to be promoted to supervisor where he would be responsible for five people under him. This distressed him greatly as he worried about their performance. So much so, he developed ulcers and became quite ill. He begged his boss to go back to being a machinist, whereby he quickly regained his health.

Just because you’ve been given the title “Manager” doesn’t mean you’ve suddenly been imbued with certain knowledge. You have to work at it. For example, in the Information Technology industry, it is common to see a successful programmer elevated to analyst, then to project manager, then to I.T. manager. Such a person may have been a great programmer, but that is no qualification for becoming a manager. Not surprising, the Peter Principle is applied whereby the person is elevated to a position above his level of competency and the company suffers for it. In most cases, such I.T. managers have a rather narrow perspective as they tend to think less as managers and more as programmers.

Whenever thrust into the position, a person must develop his/her own unique style of management. Quite often we will try to emulate others we respect, we may also read books and attend seminars to learn management techniques, and solicit advice from our confidants. However, we must realize what works for one person may not for another, and because of this, we have to tailor our strengths and weaknesses to the situation at hand. We will inevitably experiment with different suggestions until we find a comfortable style of management.

There are ultimately three variables dictating our style of management:

Our assigned duties and responsibilities which defines the scope of our management authority, and as such, our mission as manager.
Available resources, both human and machine. The skills and proficiencies of our workers and equipment will play a significant role in the timely completion of work products. For humans we consider experience, performance, and skill set, which includes interpersonal relations (defining our socialization skills). For equipment, we primarily consider its limitations. As my old football coach was fond of saying, “A team is as strong as its weakest player.” If we have weak workers, we will need to improve their skills. If we have limited technology, we may need to consider upgrades. Of course, this depends on the availability of another type of resource, financial.
The time allotted to demonstrate you are achieving your goal. For a single project, you will likely need to demonstrate the project is proceeding on time and within budget. For departmental management you will need to demonstrate it is under control and improving productivity. It is very important you understand the timing variable as it will greatly influence your style.

These three variables define the hand we are dealt; how we play the hand is then up to us. Some will become drunk with power and try to micromanage everything under the persona of Attila the Hun. Some will try to make use of carrot-and-stick techniques to encourage workers to perform better, and still others will allow workers to walk all over them.

As for me, I always had a strong sense of organization and communications. Standardized and reusable methodologies for conducting business are invaluable in terms of defining Who, What, When, Where, Why, and How, all of which improves communications and clearly delineates how work products are to be produced. Unlike micromanagement, I prefer managing from the bottom-up, whereby assignments are clearly defined and employees are then empowered to see the task through to completion themselves. Other than this, I monitor the operation and run interference to overcome obstacles and obstructions. In other words, I believe in spending less time supervising, and more time managing.

The point is, this is a style that works for me. It may or may not work for you. As to my young friend becoming a Project Manager, I admonished him that, until such time as he discovers his own style of management, I recommended he remain flexible, to adapt and adjust accordingly, study others (what works and what doesn’t), and learn more than teach. After all, stye comes with experience. As such, I advised him to learn everything he can about his niche of the business, be fair and honest, and lead by example. Never ask someone to do something you are not prepared to do yourself.

We must never forget human behavior rests at the heart of the science of management. It is not about technology, it is not about numbers, it is about people, which is why we call it “man”agement. Perhaps the best way to define it is “Management is getting people to do what you want, when you want to do it.” And it all begins with your style of management.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see:
http://www.phmainstreet.com/timbryce.htm

Like the article? TELL A FRIEND.

Tune into Tim’s THE BRYCE IS RIGHT! podcast Mondays-Fridays, 7:30am (Eastern).