A common mindset held by nonprofits lies within the belief they can save money by doing everything themselves. Just because you can do something, doesn’t mean you should.
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While a global pandemic may not have been the perspective any of us were seeking, living through it shined some welcome light on the issue of burnout, mental health, work-life balance and is helping to reframe thinking on how and where the job gets done.
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The nonprofit sector’s scarcity mindset didn’t originate on its own. It is in part due to the approach of philanthropy organizations, funders, donors, and grant makers. After all, they are responsible for prioritizing and determining what is appropriate to fund, how long it will be funded, and what hoops nonprofits must go through to get funded.
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Much like having a stop sign on your forehead, a scarcity mindset gives off a message that says, "don't invest here, we are not worth it."
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Organizations tend to either be reactive or proactive in nature and there is nothing more effective at exposing that nature than a good pandemic.
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Organizations, like the human body, also redirect pain away from the underlying source. When people learn I do strategic planning with organizations, the most common response often sounds something like this, “We’ve spent a lot of time and money on strategic planning and nothing changes when it is over.”
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As I reflect upon my learning, listening and observations from the last three days, five important themes emerged.
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Generational conflicts have been fairly predictable and taking place for as far back as we can remember. The pendulum swings between the generation having children and their children as they became of age.
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