Increasing Your Chances of Being Heard: What it Means to be a Change Agent

Not too long ago, I met with the leadership staff of a nonprofit that strives for excellence in providing disadvantaged community members with the knowledge and skills to provide for themselves by offering “a hand up rather than a hand out.” At the end of the meeting, a staff member asked me what the organization needed to do to reach their ambitious funding goals. Rather than giving a pep talk or fundraising advice, I chose to say what was at the heart of their resource mobilization challenge. The essence of my message was that although it was commendable that the organization was committed to improving the quality of their services and obtaining the resources to do so, strategic planning efforts would only get them so far as long as they continued to operate within a mindset similar to the people they served, which is being satisfied with whatever support they could get. It was difficult for the group to be confronted with a significantly different perception of their identity than the image they intended to project. However, from the initial response of everyone in the room this comment appeared to be valid and was worth considering despite, in the words of one staff member, “giving them a good shake.” 

During our next meeting about a month later, the Executive Director mentioned that she shared this feedback with all of the nonprofit staff and officers of the board of directors, but was not met with a response. She also added a comment about how their parent organization had a history of under-valuing the social service mission of the nonprofit. This helped her colleagues in the room better understand the organization’s culture (values, beliefs, and expectations that are shared, but tend to be taken-for-granted) and provided an opportunity for additional reflection. As the staff continue to consider this disconnect between the internal (values and behaviors) and external (image, brand, and reputation) facets of their collective identity, it is unclear where this process will lead them. However, there is interest in taking a closer look at their culture to determine how it can be modified to better support the nonprofit in achieving its goals.

The point of this story is that being a change agent doesn’t have to mean being a social entrepreneur or working for a social enterprise. In fact, we all have the capacity to be changemakers, particularly when we have the courage to speak our minds about what truly matters and are empowered to do so within an environment of mutual trust, respect, and honesty. Organizations, particularly those seeking lasting transformational betterment for marginalized groups, can benefit from developing and maintaining an environment where a conversation about the disconnection between intentions and impact can take place. Within this context, what we do and how we do it are just as important as how do the people we serve and our stakeholders perceive us as well as what kind of an impact are we really making? An environment where these kinds of conversations can take place can be developed in a variety of ways, such as having an open door policy, soliciting feedback from staff, encouraging people to question work processes and unwritten rules of behavior for the purpose of improving how things are done, allocating time in meetings for an open discussion of issues of concern, and, perhaps most importantly, ensuring that staff feel heard by acknowledging and addressing what is said. To maintain this environment, the organization’s culture needs to be aligned with its strategy, structure, talent, and operations. 

As changemakers, social entrepreneurs have the courage to tackle the root causes of seemingly intractable social and environmental problems. Similarly, regardless of our status as employees, consultants, or volunteers, we owe it to ourselves as well as our colleagues to “speak truth to power” when we encounter disconnects between what is said and what is actually done. Being a change agent means having the courage to step outside of our comfort zones to express these kinds of inconsistencies. It also means not taking the easy way out by pushing nagging thoughts to the back of our minds for fear of the consequences of verbalizing perceived truths that the people we work with may not be ready or willing to confront. When we choose to say what is on our minds, we increase our chances of being heard when we meet others where they are. This means taking the time to find out what is on the other person’s mind and whether they are prepared to listen. “Speaking truth to power” is not merely the act of speaking up. It is also about the ability to influence others to take action that is consistent with their own aims.  

As change agents, social entrepreneur or not, we have the greatest impact when our words and actions cause a ripple effect at the individual, organizational, and society levels. Going back to the story at the beginning of this article, the act of verbalizing an uncomfortable truth affected me on a personal level by providing greater insight into my role as a consultant and the impact of my efforts to facilitate organizational change. This incident strengthened my relationship with this client by deepening the trust and authentic communication that was already established. The staff and board members have also benefitted from a better understanding of how the nonprofit is perceived. Re-aligning an organization’s culture and mission with its image is not a decision that should be entered into lightly considering the significant investment of time, money, and other resources in a long-term change process. As the nonprofit decides whether this is a commitment worth taking on, one factor to consider is the opportunity to push the needle further in generating social change, which comes from being organizationally and financially equipped to support community members in tapping into their potential to care for themselves.

This post was published by CSRwire on February 4, 2014.

The Cobbler’s Dilemma: Three Ways to Do Right by Your Customers AND Yourself

As entrepreneurs it’s easy to fall into the trap of being the cobbler whose children go around without shoes. This is particularly the case when we’re faced with the dilemma of how much of our time do we give to addressing the needs of the people we serve and how much time do we reserve for ourselves and our families. The stakes are even higher for social entrepreneurs where there is an imperative to not only do right by your customers and yourself, but also by the people who work for you, vendors, stakeholders, and the environment. 

As a new entrepreneur and the owner of a socially responsible business I encountered this dilemma. At the time, I was fortunate in having several consulting assignments at the same time. Initially, I was excited by my good fortune and didn’t think that it would be a problem to manage this workload by myself considering that I was well organized, productive, and good at managing my time. As time went on, I inadvertently put all of the pieces in place to generate a crisis that would not only have a profound impact on me, but also alter how I do business.

One morning towards the end of a particularly challenging week I was so stressed about how much work I had to do and how little time there was to get things done that I almost cancelled a meeting with my coach. Fortunately, I kept the appointment and my predicament became the focus of our conversation. With the help of my coach I realized that in my zeal to build a positive track record as a consultant and earn enough money to pay my bills, I had completely neglected myself to the point where work was virtually the only activity that I had time for. What was once solid terrain had become a slippery slope where I became hooked on the praise I received from my clients for a job well done. The problem was that I had let this become my primary source of motivation. I soon learned that if I wanted to maintain my business and a healthy lifestyle that I needed to give greater attention to my own needs, redefine with my clients what success looks like, and expand my business beyond myself.

From this experience I learned some valuable lessons:

  • Get Your Needs Met: In every relationship, it’s important to make sure that you’re deriving value from it. While the primary benefits may be financial, there are other factors that can be considered, such as the quality of the relationship, reputation, and quality of life. While we would all prefer an arrangement that meets all of our needs, it is more likely that we will need to negotiate to ensure that our most important needs are met. Don’t feel pressured to accept a deal that isn’t in your best interests. Sometimes turning down a bad offer can pave the way for a better opportunity later on.
  • Set Boundaries: Regardless of your type or stage of relationship, there are boundaries that place limits on how we interact with each other. Setting boundaries is closely related to getting your needs met. It involves ensuring that the other party understands and is willing to comply with your expectations. If you’re providing a product or service to a customer, you’ll want to have an agreement in place that defines each party’s expectations. Even after an agreement is in place, explore the possibility of redefining the terms if circumstances change and they are no longer favorable.
  • Reach Out for Help: Remember that the best cobblers have an apprentice. If you’re feeling overwhelmed, find a way to get the help you need. This could involve hiring paid staff, a short-term consultant, or a volunteer. Sometimes the emotional support of our family and friends is what helps us get through a difficult day.

In building your social change career, keep in mind that the home you inhabit, in terms of your relationship with yourself, your profession, and the people you live and work with is just as valuable as the products and services you produce for your customers.
    
This post was published by UnSectored for its Martyrdom in Social Change series on January 31, 2014.