Tag Archive | non-profit management.

Butterflies and Bees: Sharing Opportunity

My Garden

My Garden

A few years ago my friend, Ann, brought me a bouquet of Mexican sunflowers as a surprise. In their overblown lushness they are the my garden’s equivalent of Betty Boop flowers. This morning a butterfly went from flower to flower doing the work of pollination. After a few minutes the bee arrived and took up the task.

I thought back to something my friend, Chris, had shared with me. I had been invited to serve on a Board by a nonprofit agency. It was a busy time–when isn’t a busy time–and I was telling him how frustrated I was because I had to take on one more thing.

That’s when Chris quietly said, “You should give someone else the opportunity. What is a burden for you is an opportunity for them.” And he was right. I had been focusing on myself, not on what would be best for agency Board or on how another individual could happily bring their talents to the table. What could be burdensome for me was an opportunity for someone else.

I didn’t join that Board and somehow they managed just fine, perhaps even better, without me. Someone else served instead.

The bee can pollinate the sunflowers as well as the butterfly. It is only a matter of sharing opportunity.

Bees in the Garden

Bees in the Garden

Prayer Flags and the Four Winds: What Is God Telling Us?

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My friend Pat just sent me a set of her prayer flags. Bright symbols of faith and aspiration are tossed by the four winds in my garden. Each morning the bright colors, symbols and messages catch my attention. They are beautiful and it is easy to not notice the wind itself.

At the foundation where I work, I often go next door to Sr. Mary Margaret’s office to debrief after a meeting or a phone call. She possesses a tart realism leavened with affection and wisdom; she is an excellent colleague and mentor. Her German practicality is the ideal counterpoint to my Irish intuition.

There are times when I’ll tell her about a particularly frustrating meeting. Or I may have encountered what appears to be an unjust situation that hurts those who are powerless. Perhaps it is a project that is going awry, a set of policies that actually mitigate against accomplishing the goal.

When I voice my aggravation and annoyance, Mary Margaret’s response is not to commiserate, but to say, “What is God telling you?”

My first thought is usually, ‘I don’t really care what God is telling me. What I care about is how bad or wrong this is and how frustrated I am.’

But later I return to Mary Margaret’s question: What is God telling me using this situation?

And that question leads to others.

What is the underlying message that I am missing when I focus on situation itself rather than on what we are working toward?

How can I stay attuned to what actually needs to be accomplished rather than get mired in negativity?

What is the other perspective that is present and what is the good to be found in that perspective?

Where can we turn to move past the obstacle and build consensus around a solution?

How do I emphasize the inherent value of human relationships rather than get bogged down in being political?

I take time to feel the wind. Because while it is important to see the prayer flags, it is the wind that makes them flutter and dance.

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What’s Important Is How We Do It

Surprise Lilies in the Parkway

While I was walking this morning, I was reflecting on a quotation from the woman who founded the School Sisters of Notre Dame.

With God, what we do is less important than how we do it.
Blessed Theresa of Jesus Gerhardinger, SSND

She said those words a century ago, but they speak to my heart today.

At the Incarnate Word Foundation I see many agencies working to serve those in need. Those of us in the funding world pressure them to show measurable outcomes. We want to know that they are effective in delivering services, that they measure their progress toward goals in quantifiable ways, that they are efficient in their use of resources. In response, agency leaders develop elaborate logic models and hire consultants to create service delivery systems.

And while good stewardship is necessary and important, the danger in that is an over-emphasis on what is being done rather than how it is being done.

Are we grounding what we do in compassion, love and respect?

Are we taking time to listen with our heart?

Are we walking with them on their journey?

Do we sit and hold a woman’s hand?

Do we see the spark of the Divine in each person?

So often we focus on getting things done, on accomplishments and outcomes. While we may reach every benchmark, we can lose the love and humanity that should be present whenever we are with others.

Because with God, what we do is less important than how we do it.

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Quiet Leadership

photo by Taline Manassian

photo by Taline Manassian

We had a day of silence while at Aldermarsh for the PeerSpirit writing workshop. I didn’t know how that would work for me. Life is loud. We are always talking, sometimes all at once, pushing our points of view. But this is a space where cell phones don’t work.

Rather than stare at the wall or cheat by getting on the internet, I took a walk.

In my work at the Incarnate Word Foundation, we are called to the table many times. Board meetings, committee discussions, agency collaboratives and community workgroups–all of these require leadership, and there as many leadership styles as there are leaders. But should leadership be equated with whomever has the loudest voice, or who convened the meeting, or who has the most community standing?

Sometimes the most effective leadership style is quiet.

Sr. Mary was the foundation’s Board chair for nine years. During that time she practiced what I have come to think of as quiet leadership. The fundamentals are simple:

Listen to the ideas of others before you speak.

Don’t become consumed with anxiety about getting your idea out on the table.

Focus on making the outcome one that incorporates the best thinking of the group rather than furthering a personal agenda.

Stay calm and respect the integrity of each person involved in the discussion.

Speak quietly.

When I began walking the woods at Aldermarsh, I started in aimless silence only to become aware of murmuring sounds at every turn, leading me down the path and through the labyrinth.

Photo by Taline Manassian

Photo by Taline Manassian

The Red Barn

The red barn, Winfield, MO

The red barn, Winfield, MO

A few weeks ago I went with Michael to pick up a package of bees near Winfield. One of my hives had died out after an unexpected snowstorm in March. They were my favorite hive–Carniolan bees, gentler than the Minnesota hygienic Italian bees I usually raise. It was a dreary day with heavy skies and the fields were newly planted with little growth amid the standing water on the Missouri River flood plains.

I was not in the best frame of mind and wished I could have put the whole trip off but the bees could only stay in their temporary package so long before they would die off. As we rounded the bend, I saw it–a weathered red barn in a field of yellow wildflowers. How could I give in to the gloomy day with this reminder that the world was a good and beautiful place?

A few weeks later I was on the radio talking about a new youth summer jobs program the foundation had initiated. These programs are common in other large cities but there was currently no organized widespread effort in our community.

It had been a long haul. We had had some success and two hundred young people would have jobs. Donors had come forward from the business and philanthropic sectors and we had garnered support from the local government as well.

It had not, however, been easy. The foundation’s motivation was grounded in social justice. The rationale for business’s support related to workforce development and economic growth. The governmental involvement meant balancing political realities. Fundamentally, everyone wanted the project to succeed, but the behind-the-scenes work to develop the actual program, create realistic expectations and manage relationships took an inordinate amount of time and energy. Being on the radio was a piece of cake compared to all of that. I was tired.

After the radio show a friend texted me and said she had heard the radio program and it was great. And then a colleague sent me an e-mail in which she acknowledged that it must have been tough navigating all of the relationships to bring the program to fruition but that it was worth it; she thanked me.

A red barn in a field of yellow flowers.

Robins Know Their Own Minds

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When I was in Ireland I stopped at a country fair where local craftsmen were selling their wares. I brought home a nesting box for robins simply constructed of pine with a slate roof. It is charming. In the three years I have had it up in the eaves no robin has nested. Obviously my assumption about what robins think is wrong.

Recently, I spent several days with a colleague, Jane. Her boss had stopped her with some questions about a project as she was leaving for a three-day conference but she was in a hurry and as they finished their conversation she made a flip remark.

She doesn’t know her boss very well. Her boss is relatively new and she finds her hard to read. Their last conversation weighed on her mind and Jane was convinced her boss had found her remark offensive or rude. I suggested that she e-mail as a follow up on the project and in passing mention that she hoped her comment hadn’t been taken the wrong way.

Even after Jane did that, however, she was still worried and continued down the path of assuming she knew what her boss was thinking. Then she received a message that her boss wanted her to call, a message that engendered more speculation about what her boss was thinking and why did she want to talk to her.

As it turned out, she just wanted to confirm a few details about the project that they had discussed. And perhaps the motivation for the call was an effort on her part to put things back on an even footing, or even to reassure Jane that no offense was taken.

We can’t assume we know the mind of another.

When I went to the studio the other day, I walked past an old gaslight by the steps and was startled to see a robin sitting on its nest inside. Evidently, robins know their own minds.

Relationships: Begin as You Mean to Go on

Blue/Purple Vase, Carondelet Pottery

Blue/Purple Vase, Carondelet Pottery

When I am throwing at the wheel, typically I begin as I mean to go on. As I center the clay, I am intentional. For a vase, I keep my left hand firm against the side to maintain a centered clay column; I push down with my right fist and strong arm the clay into a flat disc to create what will become a plate. I begin as I mean to go on.

Recently, a friend was worried about how she would work with a new colleague. She liked this person but, as an introvert, she was worried about being overshadowed. Would she be second fiddle, not because he put her in that place but because she placed herself there?

I told her quite simply,

Begin as you mean to go on.

At meetings, continue to share your perspective and not hold back because your new colleague is the extrovert. Continue doing your part of the work, and don’t carry his water.

It may appear to you that he doesn’t have all of his ducks in a row for a meeting, but don’t begin by assuming he is unprepared and then put yourself in a support role to provide what you think he needs to make his presentation a success. He is a professional and his way of preparing might be quite different, but still successful. And if turns out you were right and he wasn’t as prepared as he should have been, he will learn to do a better job the next time.

You need to establish an equitable relationship from the start and not place yourself in a subordinate role. You are, in fact, colleagues. If you represent yourself as support staff, that is how he will treat you.


When I throw that vase, I establish the parameters from the outset. Because if it starts as a plate, it is almost impossible to force the clay back into a cylinder and pull it up into a vase. The clay particles have been pushed in a different direction. Even if you do force it back, the results are usually not happy.

Begin as you mean to go on.