For the past two months I’ve been meeting with a group of professional coaches who are or are interested in coaching leaders in the social sector. One of the main topics of discussion is the fact that most CBOs (community benefit organizations) don’t invest in themselves or their own leaders. Money for professional development is limited at best, and many executive directors and board members believe that funds should always go to programs first.
What message does this send to the people who’ve chosen to spend the bulk of their time and energy working toward the mission of this organization? Is their development less important than the organization’s clients?
Can you imagine if Costco or Starbucks had this attitude? They would never be able to retain the talent that makes them successful, that gives them a competitive advantage.
Foundations and corporations are often reluctant to fund leadership coaching or other professional development efforts in the CBOs they support. If it doesn’t contribute to the “bottom line” of meeting the mission, it may seem irrelevant.
There’s a major fallacy in this line of thinking, however. Without the people who do the work, the leaders who make a difference, there are no programs, there is no mission impact.
There is a profound and I would argue essential connection between the hearts and minds of the people doing the work and the effectiveness of CBOs themselves. And we ignore this connection at our peril. Its time to put our money where our mouths are.
If we are doing the most important work on the planet, we need the very best care and feeding available. Like a top athlete who eats only the freshest, most nutritious food before a game, we deserve to care for our hearts and minds so we can do our best work, even if it’s for the good of our clients. Maybe especially so.
3 responses to "Investing in the most important work on the planet…"
August 29, 2008 at 7:36 am -
I so agree, Jill. I ran a nonprofit for awhile, I’ve served on the board of a nonprofit, and I even did fundraising consulting for a little while, before Heart of Business. And it’s painful to see how progressive institutions often don’t have a consciousness about how to make themselves excellent and sustainable- pouring all of their energy outward, there is often little sense of self-nourishment that would truly allow them to thrive.
I take hope in two places in the moment- that there is a rising class of social entrepreneurs who combine self-nourishment with doing good, and that people like you are raising awareness in the more traditional sectors.
I’m rooting for you all!
September 4, 2008 at 6:26 pm -
Mark – Thanks for your thoughts. Sounds like we’ve traveled a similar path. I agree – so often these orgs (and people!) with great, open-hearted intentions don’t pay attention to HOW they’re doing their work. I’m proud to say I’m doing a small part to bring more balance to these groups and people! And I believe you are too!
Jill
January 31, 2010 at 9:58 am -
I agree, but with a twist. Having run a not-for-profit, I agree with the premiss that ongoing support for the leader adds value to the organization and is likely to diminish burnout. When I first stepped into the role I had a colleague who, very forcefully, told me if I wanted to succeed I’d better enroll in a leadership development process of some kind every year. I followed her advise and found it invaluable.
The twist for me is that I don’t think this support should be seen as something I’ll do if the organization funds it. While this is clearly preferable, I don’t think it’s necessary. Most of the trainings I went through I paid for out of pocket because I believed they would benefit me and my organization. I think it is a kin to other professionals (coaches, counselors, lawyers, doctors, etc.) who are expected to continue their professional development as part of their professional competence.
My emphasis is on taking personal responsibility for my development first, and finding additional funding for it second. If I had taken the position that I’ll invest in me when the organization could afford it… it wouldn’t happen. And because I was paying for it, I made damn sure it was a quality program and that I made the most out of my time in it.