A culture of learning is one that encourages ongoing inquiry and questioning. It is comfortable with the fact that there is always more to learn and explore, and therefore the “work” of learning is never-ending. Learning is at the core of all research and development. The more you approach work with a sense of curiosity and inquiry, the more you can research and develop new approaches. This can be a challenge for foundation staff or boards who are geared toward finding the “one” solution to a challenge, checking it off the list, and moving on. But the culture of learning and ongoing inquiry is why cell phones now fit in the palm of your hand, and why more cancers are … Continue reading Create a Culture of Learning
In my first attempt to hire my own financial advisor in my late 20s, I turned to Morgan Stanley in San Francisco. I interviewed two people. One had a slide show presentation and overflowing binders of charts and graphs showing me how they informed his decisions, his track record, how this and that outperformed that and the other. I had little idea as to what he was talking about but I figured he must have known his stuff because he could prove it on an XY axis. The second person, a woman, looked at me straight in the eye and said “This is not all that complicated.” I was shocked. How could it not be complicated? I didn’t understand it. … Continue reading Don’t Believe the “Complexifiers”
It feels great to play Santa. If you celebrate Christmas, there’s nothing like a Christmas holiday to make you remember that giving is fun. You find a present, wrap it up nicely, see the joy and excitement on someone else’s face, and feel good about what you’ve done. For many philanthropists, it’s the same: you write a nice check, present it to a nonprofit, see the joy and excitement on their faces, smile for the camera, and then feel good about what you’ve done. But then what? The problem with Santa-style giving is that it’s a once-a-year gig. But during the other 364 days of the year, the organizations you’ve made grants to still have ongoing needs, unexpected challenges, and … Continue reading A Little Less Santa, A Little More Staying Power
When you think about your work in philanthropy, are you selling yourself short? If so, you could be shortchanging your foundation’s effectiveness – and therefore its mission – as well. Some of the most sincere people I know in philanthropy bring a very astute sense of servant leadership to their work. They always put the needs of others first and keep themselves humbly out of the spotlight. It’s an admirable mindset, but it also can be a symptom of approaching philanthropy from a poverty mentality rather than one of abundance. As I’ve written before, foundations with a poverty mentality believe that investing in their own infrastructure or capacity somehow robs those they serve. Foundations with an abundance mentality realize that … Continue reading Are You Selling Yourself Short?
Contrary to what one might assume from the phrase, having an “abundance mentality” has nothing to do with money. Instead, it has everything to do with your foundation’s beliefs, organizational culture, and how it approaches its work. At its core, an abundance mentality is based in a belief that almost anything is possible. David conquered Goliath, and you can help conquer just about anything if you’re willing to step forward and make an effort and an investment. No doubt you’ve seen both individuals and organizations that embrace an abundance mentality, and those who are trapped in a mentality of poverty. The abundance mentality includes the belief that the answers are out there, if we only are willing to invest in … Continue reading Embracing a Mindset of Abundance
There are many reasons why philanthropy should streamline – excessively long strategic planning processes, grant proposals that take 8 months to be funded, board meeting dockets that measure 3 inches high – and the task can seem daunting. However, there is a way to quickly streamline…by starting small. Let me give you an example: I recently stayed at the Marriot Marquis in Washington, DC and ordered room service. You know the routine: Order food, wait, hotel staff brings it in your room, they hand you a bill, you sign it while they stand around, and they leave. Not anymore. The Marriott has eliminated futzing with the bill! Instead they deliver you the food, and promptly walk out the door. No … Continue reading Streamlining is Simple…Start Small
Say you’re part of a new foundation, or one that is re-inventing itself, or even one that’s been around for a bit but has gotten a bit lethargic. You’re ready to step up, infuse energy into your work and rally community support. That’s fantastic! But you may also be somewhat fearful or hesitant. What if the community doesn’t like what you’re doing? What if your big idea or new direction doesn’t work? What if the community likes it too much and you’re overrun with demands and requests? These kinds of fears are normal. One important key to managing your foundation’s transition in a community is to manage – and then exceed – community expectations. Here are 8 tips to help … Continue reading Managing and Exceeding Community Expectations
This post was originally published on Smart Business. It is reposted here with permission. Good businesses pride themselves on the good they do for others, both in terms of their products and services and in the way they give back to their communities. However, in my 16 years of experience advising corporate, institutional and individual philanthropists, I’ve found that many suffer from delusional altruism. Delusional altruism is when you are genuinely trying to help people — but paying absolutely no attention to the operational inefficiency and waste that drains those you’re trying to help or your own company or corporate foundation of the human and financial capital necessary to accomplish these goals. Let me give you two common examples of delusional altruism … Continue reading Five ways to avoid delusional altruism