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So far Wishnick has created 29 entries.

Ignore Infrastructure at Your Nonprofit’s Peril

The Merriam-Webster Dictionary defines “infrastructure” as: “The underlying foundation or basic framework (as of a system or organization).”

Not particularly alluring.

Programs and services. Working with clients. Effecting change. Now we’re talking. Yet, without effective infrastructure, these are not achievable.

When a Team Member Isn’t Acting Like Part of the Team

“People always accommodate the most difficult person in the room.”
Shining City: A Novel, by Tom Rosenstiel

So many mission-driven organizations focus on improving and enriching the lives of individuals and families, enhancing communities, furthering understanding, and much more to make things better. Compassion and the desire to be responsive to needs is important in working with clients. However, when it expands into nonprofit management, manifesting as being slow to address the behaviors of a difficult staff member, it can cause dysfunction in the organization. In this post, I share one such scenario as a cautionary tale.

How to Talk About Succession Planning Without Causing Anxiety

I have never seen nonprofit executives and board members react with such discomfort as when someone mentions “succession.” There are usually awkward half-laughs, glances around the room to see how others are reacting, and then, a sense of liberation – finally, someone has mentioned the dreaded topic. The chief executive is concerned that mentioning succession will make the board think she/he is thinking about leaving. The board is concerned that it will send an unintended message to the chief executive that she/he should be thinking about moving on. If a founder is involved, let’s face it, the level of uneasiness skyrockets.

Are You Leading your Nonprofit with Courage?

Leading a nonprofit is hard work. Internal and external issues arise that demand attention, and the solutions may not be easy. When issues go unattended, they may become so significant that they potentially endanger the organization in some way. But this doesn’t need to be the case. With a strong leadership and skillful use of board meeting agendas, nonprofit executives and their boards can have the important conversations so they may be proactive and responsive and not caught off guard.

When It’s the Leader’s Turn to Be Reviewed

This post is adapted from a white paper I wrote several years ago. The topic continues to be relevant.

A nonprofit executive director’s performance review is about more than just how well she/he is doing the job. For the chief executive it is about leadership, professional development, sharing accomplishments (personal and organizational), receiving feedback, and goal setting. For the board, the chief executive’s performance evaluation is about leadership, fiduciary responsibility, being a responsible employer, goal setting and achievement, and success – success for the organization and the individual.

Old Year New Year: Permission to Dream

What is the best approach to the end of one year and the beginning of the next? Is it to continue carrying with us the weight of 2017? Or is it to enter 2018 unburdened and hopeful?

Sometimes when working on a strategic planning project with a client, they have difficulty keeping their eyes on the future. While all that has led up to strategic planning is formative, depending on the situation, it can serve to propel the organization forward, or it can impede its movement.

Why It’s Important to Pause

Earlier this fall, an executive coaching client introduced me to the following quote by Existential psychiatrist Viktor E. Frankl, which continues to resonate in my mind:

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

I can’t get it out of my head! It is relevant and important every day, for all of us. It helps us think before we speak. It keeps us from reacting in habitual ways. It affords us opportunity to shape our lives, to do our finest work, to tackle seemingly insurmountable obstacles, to continually strive to be our best selves. It signifies our maturity.

It is in the pause that I have the privilege of working with my clients – the engagements related to strategic planning, executive leadership transitions, board development, or other organizational development issues are often set off by some stimulus. In the case of strategic planning, it may be as routine as the conclusion of a prior plan or as exciting as charting the course for significant organizational growth. The departure of a nonprofit CEO or retirement of a founder sparks an organization into transition mode and the need to seek new leadership. A nonprofit whose programs and management have matured more quickly than its governance model may inspire a board development project.

When prompted by any of these stimuli and myriad others, nonprofit leaders need to respond. The hope is that before responding, they take advantage of the space that lies before them. Too often, when facing these triggers, an organization’s leaders may be inclined to plow through, perhaps because they work in such high-tempo environments. When leaders respond without taking advantage of the space, there is the likelihood of overlooking or missing the potential or opportunity.  But when they seize the space between stimulus and response, not only do they find growth and freedom, they can become exceptional leaders.

HALT – So Your Board Members Can be Their Best Selves

During his freshman orientation, my younger son was introduced to HALT – Hungry, Angry, Lonely, Tired – a stress management technique. For entering college students, it was supposed to help them increase self-awareness and understand what was going on with themselves and how this affected their interactions with roommates and others. It was geared to help them from becoming less pleasant versions of their normal selves.

HALT resonates with me. Especially regarding nonprofit boards and board meetings. After all, aren’t nonprofits better served by directors who function at their finest and highest levels?

Don’t Make it Sink or Swim: Orienting New Board Members

Does your nonprofit bring on new board members annually as a class, rather than randomly throughout the year? If they start out together, I commend you for choosing this wise approach. If not, I hope you will consider making a change after reading this.

When we think about it, nonprofit board members have a significant responsibility. Through their leadership, they hold the organization in trust for future generations. Exactly what this means for any organization depends on its life cycle stage and all the factors in play at any given time.

The Essence of Hiring Right: The Key Role of Values and Personal Qualities

Think about the most successful people in your nonprofit. What do they have in common? Now think about those who didn’t succeed and have left your organization. What caused the disconnect?

While it is natural to concentrate on experience and preparation when interviewing candidates, those hiring may overlook the importance of culture and values. I learned the fundamental significance these play in identifying the ideal candidate in my earlier life as an executive search consultant (prior to becoming an organizational development consultant with nonprofits).