Align with Integrity

I love collaborations, and the opportunity to build a relationship with another organization or with other individuals serving our community.  Like any relationship, in a business alliance it’s so important to consider common goals and values to ensure a healthy, effective working relationship.  Some while ago I read a strong blog post from Rosabeth Moss Kanter on the subject of alliances, “How To Strike Effective Alliances and Partnerships.”  She wrote about both the benefits and the hazards of alliances, and identified eight factors she felt were essential to consider for a strong alliance.  One of these was Integrity.  Here’s a brief excerpt from Rosabeth’s writing:

Integrity. Trust is essential. Alliances fall apart in conflict and lawsuits when partners do not act ethically toward one another nor strive to contribute to the other’s success.

Alliances seem a way out for organizations that want to remain independent but need lower costs, greater scale, or broader market scope quickly. It seems easy, and yet execution is difficult. Before rushing into another company’s arms out of desperation, remember why strategic alliances are fragile, and think carefully.

I was struck by Rosabeth’s post, and shared a few thoughts of my own:

Rosabeth,

Thank you for this timely, and timeless article.

It’s very interesting that we often look at the business purpose to the alliance, which is essential. However, equally important is what you point out regarding Integrity.

Ensuring that you both share similar values, and, value similar things, is essential. Most people talk in general about integrity or values, but it’s important to really drill down into several areas:

• Short vs. Long-term Relationships–how one conducts business and values short versus long-term relationships. Are you here to close the deal quickly, or to establish a long-term relationship?

• Verbal vs. Written Communications–what one values in written and verbal communications. Do you believe that in-person or written communication is most essential for effective management?

• Priorities in Values–i.e., people might value efficiency, decorum, compassion — but in a different order. That could solidify or breakdown an important relationship.

 

Thank you for an insightful article.

 

Sincerely,
Pamela Hawley
Founder and CEO
UniversalGiving

Generate Revenue, Do Good

As a social entrepreneur and founder of a nonprofit, I’m often considering and discussing the best models for organizations that want to do good.  Should they be nonprofit?  For-profit?  A blending of the two?  Should they focus on fundraising or revenue generation?

Lindsay Clinton recently raised these questions on Social Edge with her post, “The Social and Commercial Two-Step.”  Here was my contribution to the discussion:

A very interesting discussion and thank you for all the knowledge. 

As more nonprofits jump into the fray of generating revenue, we’ll need to figure out how to allow them to continue to do social good.

I think an important part is leadership in how you bring in funds.  Key items for CEOs and Executive Directors:

1- Do you feel donations are a part of your culture?
2- Do you enjoy fundraising?
3- Are you happy receiving revenue from services, from paying sources?
4- Do you enjoy the sales aspect of being paid for a service?

These are important questions to ask as per the legal structure and culture of your organization.

My ideal world is to:

*Have a pure brand with a focus on being a nonprofit. We exist to provide social good.
*Generate revenue from companies.  They foot the bill for our public service.

So ideally I’d like to be a nonprofit that primarily funds itself through corporate services. The companies actually allow us provide our service for free to the public.  I don’t think we have the proper legal structures ready for this type of mindset in abundance.

Sincerely,

Pamela Hawley

Founder and CEO

UniversalGiving

Knowing What You Don’t Know

Jeff Stibel recently wrote an article for Harvard Business Publishing about wisdom, knowledge and leaders, arguing that leaders who have wisdom will limit their knowledge.  “Why Wise Leaders Don’t Know Too Much” discusses the value of instinct and the danger of an overload of information.  Here’s a brief excerpt:

Wisdom can be shattered by too much information. Great scholars, for instance, tend to be great in very narrow disciplines. These scholars give ground on colloquial information so that they can digest more within their field. In many ways, we are all idiot savants: our expertise in certain areas necessitates weakness elsewhere.

Yet we still spend our days analyzing information and falling into traps. Decisions are destroyed by over-analysis. The brain is not intelligent because of the sheer volume of data it can ingest, but for the way it can quickly discern patterns — and then guess the rest. The more information you pile on, the less likely you are to make educated guesses. But educated guesses spring from wisdom: all of your past experiences, knowledge and knowhow, coupled with the most recent information and analysis. In other words, wisdom comes from your gut.

This led me to think about what we know, what we don’t know, and what we, as leaders, should take into consideration when making decisions.  Here are the thoughts I shared with Jeff:

Dear Jeff,

Thank you for an insightful article. I think what struck me from a macrolevel is that there is always going to be something we don’t know.

What do we know?

We can connect into timeless truths that can help us make the right decision, in almost every area. Doing the best research you can, coupled with the following, will help you be able to make the best decisions possible:

*sincere desire to move forward your partner’s interests as well as your own
*goal of creating long-term, mutually rewarding partnerships
*alignment of your personal values with your professional decisions, ensuring decisions you make in the workplace also coincide with your personal values. (This does not mean personal viewpoints or opinions; it means alignment with ethics and timeless principles of fairness)
*vision of a future that is positive and mutually beneficial for all parties involved in your decisions.

The above ramifications can help you make the best decisions in addition to the due diligence and knowledge you have prepared.

Jeff, I’d be curious to hear what you think of this viewpoint, in light of all your astute studies on intelligence. Thank you for sharing.

Sincerely, Pamela

The Big Picture of Communication

John Baldoni wrote an article for Fast Company earlier this month titled “Act with the Big Picture in Mind,” about three key elements to consider when pursuing a new idea for your company.  These elements are:

One, your idea must complement the strategic direction of your company.

Two, your idea must have a strong business case.

Three, your idea must be blessed by your boss, or at least by someone higher up.

You can view John’s article for further elaboration on each point.  I shared my thoughts in a comment, also shared below:

John, thank you for a very helpful post. It’s important that people feel they can get their creative ideas out, while also viewing their sector wholistically, from many different vantage points.

It helps to think how an idea, for example, would further connect or support the different business units. Even more powerful would be to build on an existing strategic idea that is not yet fully realized. It also shows you are listening to the CEO and want to help realize the vision more fully.

Working step by step to include others but also be proactive and move forward, is helpful. Thank you for a wise article about taking initiative, and, being receptive to feedback. A balance of both is needed in a healthy organization.

Sincerely, Pamela

Leading Together

I recently read a powerful article by Marshall Goldsmith titled “Leadership Isn’t About You” discussing the importance of appreciating one’s team, the value they bring, and how crucial their contributions are to the success of your organization. This inspired some thoughts for me that I shared with Marshall, and that I’d like to share with you.

 

Dear Marshall,

Thank you for such an enriching post. Certainly, the best leaders are inspiring, coaching and impelling their team to higher levels of accomplishment and growth. They provide opportunities, and unleash the beautiful, unique capabilities of each team member. Then, too, your team members are inspired to contribute — and lead — impacting your business in so many, many fruitful ways.

I do see it as a partnership. People do appreciate firmness in direction from the leader. It’s what I would call the ‘humble confidence’ of defining a new, more positive future, and driving the team to help accomplish this vision. It isn’t forceful. But it is compelling, and includes everyone in that drive. People deserve and need to be inspired.

At the same time, it amazes me that entrepreneurs are seen as such solo beacons of light in starting an organization. Absolutely untrue. The amount of people who have helped; the right timing of your venture; the hardwork and diligence of so many, many team members is what got you to where you are today. We have to be cognizant of this. We built together.

We need leaders. And leaders exist at every level, and regardless of age. I do tell our team that everyone is a leader here at UniversalGiving. I think we need to expand our definition of concept of who is a leader….

Thank you again for a most enriching and needed dialogue!

Sincerely, Pamela