The primary responsibility of any manager is to develop influential partners and cultivate relationships that will help your people work better and be more productive.
In the rush to check items off an overwhelming TO DO list, however, nonprofit managers often resort to owning each and every task that comes their way, citing that “it’s just easier and faster to do it myself.” That may be true in the short term, but it’s not a sustainable solution. The more you take on, the more work will come your way, and the less support you’ll get from others. It’s a vicious cycle.
One way managers can release the pressure is by shifting their focus -- from being the center of all information and action to helping teams connect with a number of other “go to” people. Instead of solving problems for people quickly, savvy managers help their team (both paid and volunteer) develop the capacity to solve them on their own or through a network of resources.
In order to develop these networks, these leaders look for ways to capitalize on what others are already doing, or for whom the task would be easy to accomplish. Distributing the workload throughout a broad network can reduce the pressure on one individual, but also has a higher purpose. It builds relationships that can bring value to the team in ways never imagined. Here’s how to get started.
Build Your Internal Allies
Nonprofit managers often search outside for community partners that can help. This is important to be sure, but it’s also a missed opportunity if they neglect the value of the tremendous expertise that’s right there at home. (Note: Clearly, if you are a small organization you may not have these resources internally. If not, look to find volunteers and organizations that provide similar types of services outside your agency.)
Aside from your current staff and volunteers, people in your own organization can provide advice, support, technical assistance, and free word-of-mouth advertising money just can’t buy. On the flip side, if you have a rocky or nonexistent relationship with other work units, they can do damage by incorrectly framing who you are and what you do to others thus tarnishing your reputation and credibility.
So, who should you approach? For the sake of illustration, below is a list of allies that would be helpful internal partners for a volunteer program (in parenthesis are ways they can help). You can build off of this to support other kinds of program activity, regardless of whether you have volunteers.
Internal Allies That Matter
Fund Development Office (processing in-kind donations, tracking volunteer hours for grant applications and annual reports, coordination of fundraising with other volunteer asks, program volunteer recruitment info at fundraising events)
Communications Team (communications style guide, electronic copies of logos, boilerplate text, media relations policy and process, upcoming events and opportunities for marketing and outreach, marketing training for outreach volunteers)
Human Resources (employee policies and procedures, volunteer orientation, risk management advice, supervision tips)
IT Staff (help posting success stories, analytics of online recruitment postings, basic tech training for volunteers, help with search engine optimization and social media strategy, suggestions for free or low-cost software solutions)
Key Executive Leadership -- Board of Directors, Executive Director, Program Directors, etc. (help spreading the word, info on critical strategic goals of the organization, volunteer appreciation, support for consulting contracts)
Facilities/Janitorial Staff (help with event set up, after hours building access, equipment check out and repair)
Co-Located Programs (shared reception desk coverage, shared office supplies, coordinated outreach, coordinated customer service planning)
Other Volunteer Programs Inside Your Organization (cross referral of volunteer applicants, resource sharing, best practices, co-branded recruitment, shared orientations, shared recognition events, in-service training swaps)
Agenda for Meetings with Future Allies
Once, you’ve identified who you want to contact and how they can help you, set up your meetings. When setting meetings with executive leadership, make sure you've used the appropriate chain of command. If your boss wants to tag along, invite them.
Start by asking questions and listening. Be sure to not only present your needs, but also listen for how you can help them directly or at least make their life easier. Here’s a suggested agenda.
- History and operations of their department or program
- Their current priorities
- What they need from you (support, compliance with processes, preferred communication styles, resolution of an existing conflict, etc.)
- Description and priorities for your program
- Ideas on how they can help
Give them a simple, one-page handout that describes your program and what you’ve accomplished so far. This will undoubtedly provide information they didn’t have before and will ensure they have positive talking points about you going forward.
And, don't be shy. Helping you may be just the inspirational outlet your colleague needs, either as a brief respite from more boring tasks or an opporutnity to make a difference in a way that's new and refreshing. Even if they can't help our currently, they'll be flattered by your ask and will be more likely to agree next time around.
Solidify the Relationship
Unfortunately, one meeting does not a partnership make. So, it’s critical to continue to tend the garden. Be sure to follow up your meeting with a handwritten thank you note (not an email) and some brief specifics about the mutual benefits of working together.
As you move forward, continue to communicate about any program successes you have encountered, especially those that were due to their help. Check in from time to time to see if, in their mind, you have followed through on all of the commitments you’ve made to them. If you come across bumps in the road, try to resolve things quickly before they have a chance to fester.
Internal partnerships can be as even more powerful that those you develop on the outside. Your internal allies have a vested and ongoing interest in your organization’s success, so they are more likely to stick with it. And, if you experience success, your leadership story will spread quickly throughout the organization, thus inspiring others to collaborate and making you both look great.
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