By Jim Crawford
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May 18, 2019
In the below scriptures, the Apostle Paul writes about relationships. The beginning of chapter 3 discusses the relationship of the believer to their own past and then addresses the relationship between the new self and previous actions and attitudes. The guidance provided is summarized in the two verses above. This very good guidance seems to be missed when creating, expanding or working in a non-profit organization. Regardless of the purpose, operation or size of the non-profit organization, the best way to achieve a goal, document any transaction, lead staff or volunteers should always be chosen and followed. The tips below intend to encourage the choices that are most transparent and demonstrate the most personal and organizational integrity possible. "And whatever you do, in word or deed, do everything in the name of the Lord Jesus, giving thanks to God the Father through him." Colossians 3:17 "Whatever you do, work heartily, as for the Lord and not for men, knowing that from the Lord you will receive the inheritance as your reward. You are serving the Lord Christ." Colossians 3:24 1. DEFINE STRENGTHS AND WEAKNESSES Identify the strengths and weaknesses of every individual involved in the creation of the organization. Knowing the strengths and weaknesses of everyone involved in the creation of the organization can help to ensure that each person’s strengths are being utilized by the new organization and each person’s weaknesses are known to all others involved. This knowledge can help reduce the frustration of all stakeholders in the organization, including those served, by reducing the frequency of mismatches between tasks and those performing the tasks. It also provides a framework for good task and responsibility hand-offs should circumstances necessitate. 2. COMMIT TO TRANSPARENCY Agree and continually commit to transparency, candor and clear communication. An often-overlooked component of any organization is the interpersonal communication between all involved. Communication can be the difference in success and failure for any individual, project or organization, whether non-profit or for profit. Enthusiasm for the new organization and the anticipation of the benefit that will be received by those served and society at large, seems to cloud this integral element. Being able to clearly communicate, while knowing the strengths and weaknesses of those communicating, may not always be comfortable, but it will always be best. It will promote the success of the organization by promoting the success of every individual involved as well as every organizational endeavor. 3. IDENTIFY THE CULTURE AND STRUCTURE Determine the desired culture for your organization, identify and document the indicators for successful establishment of this culture as well as the accountability structure for all organizational leadership. As Peter Drucker said, “Culture eats strategy for breakfast”. Regardless of the need for the products or services of your organization, regardless of the accuracy of your strategy, clarity of your vision and perfection in your execution of all of these, if the organization’s culture does not promote the success of all of these in conjunction with the successful delivery of the products or services, the organization will fail and it’s mission will be slowed. The biggest challenge in this endeavor is for leadership to notice the disconnection as the failure of the organization may not be immediate or quick. 4. CREATE THE NON-PROFIT Properly Create the Organization based upon guidelines and rules from your State and the Federal Government. Follow the guidelines and rules for organizing and incorporating your non-profit as provided by your State government and the Federal Government. This includes filing and paying the appropriate fees for becoming an incorporated entity in your state as well as the fees that are paid to the Federal Government to receive the tax status of a 501(c)X organization. Additional fees may apply if you also wish to obtain the tax-exempt status, which can assist in conserving much needed cash flow, depending upon what your non-profit organization is doing and how it is doing it. All these costs should be identified and budgeted as the effort to create your organization is initiated. 5. DEFINE THE IDENTITY Create a complete organizational identity before initiating the organizational creation. Our society needs a great deal of support and individual experiences can highlight a specific need. Use the creation of the organization including the vision and mission statements, establishment of the desired organizational culture and the product or service delivery method for your organization to contemplate the societal and service questions this organization is going to attempt to answer. This should promote a distinct identity for the organization as well as spotlight the individuals and circumstances your organization is intended to support. You should also answer the questions about how support and services will be delivered and the role of each organizational participant. Whether volunteer or compensated staff, everyone should understand the methods for delivering the support, including the time between service request and service or product delivered and the time for each step in the process. A byproduct of this exercise should be a clear understanding of the services and circumstances that you are not equipped to support. This clear picture should be communicated to everyone who encounters your organization, regardless of the contact method. 6. ESTABLISH A FRAMEWORK Establish a framework for determining your organization’s fit for opportunities that will be presented. Using the identity created in item 5 above, establish the framework for identifying the characteristics of circumstances and individuals your organization will target to support. Particularly at the start of a new effort, enthusiasm runs high and many well-intended people will make suggestions for projects or recommendations of individuals needing support. Knowing the purpose, plans, resources and mission of your organization will make it easier to communicate the reasons support is extended or the reasons why your organization is not best suited to provide the requested support. This clear framework permits the focus of time, effort and resources on the purpose for which the organization was created. 7. EDUCATE YOUR TEAM Learn as much about the social services and other non-profit organizations in your area that serve the same individuals you do. Your organization will never be able to meet all the needs of every individual who receives services from it. You will not even be able to meet a single need for everyone who would approach you for that service or product. See Matthew 26:11. Truly impacting another human being positively requires you to understand their world from their perspective. To use this understanding to support, challenge and encourage them while they learn the fallacies of that perspective and to remain with them until they have incorporated the new, more honest perspective into their habits, thoughts and identity. Knowing who can also provide needed support and being prepared to work with other organizations and individuals will equip you to walk beside those you serve until they have grown beyond the need for your service.) Within this framework I would encourage each participant to evaluate their own expectations. If those participating with your organization are expecting to positively impact the lives of others, they must first expect that their own lives will be changed. God has designed care and support to be given to those in need, but He did not design it to be given by those who are already perfect or by those who can’t sympathize. In order to hurt with or sympathize with someone, you must share their pain. This can be done via already having a similar experience or by the God given gift of being able to hurt with someone else who hurts. See Matthew 5:4. The best preparation any service organization can make is for each individual to remove their ego from the equation, be prepared to positively touch everyone with whom they come into contact and be ready for God to change their own hearts, understandings, perspectives and ideas about God, about themselves and about others. To quote Father Greg Boyle from Homeboy Industries, “There is no ‘them’ and ‘us’. There is only us.” Take this understanding. Apply these tips. Move forward in the development of your non-profit organizations. Clearly identify your purpose, mission, values, organizational structure and culture, service or product delivery methods and those you are equipped to serve. Challenge yourselves daily to evaluate actions and attitudes for bias, pride or misinformation. Step forward as opportunity permits. Remember, God did not part the Jordan for Joshua and the Israelites, until the priests carrying the Ark of the Covenant had their feet in the river and the river was out of its banks! Walk carefully. Listen to many ideas and opinions. Evaluate every one of them. Keep your mission and those you serve in mind and get ready for a real adventure. I look forward to hearing the stories of changed lives, maturing people and redeemed circumstances. ABOUT THE AUTHOR: Jim Crawford has more than 35 years of experience innovatively applying information technology to organizational challenges and to helping staff incorporate these innovations into daily operations that continually improve effectiveness and efficiency. His experience pre-dates the advent of the personal computer and encompasses each technological enhancement since. From designing computer networks and communications, leading a software company and creating management dashboards to being a SAMHSA/HRSA educator, leading a health information exchange, incorporating Lean and Six Sigma concepts into various healthcare settings with electronic health records and building data warehouses or data lakes, Jim’s goal has remained the same, discover and initiate the use of technology to improve the quality of life for as many people as possible. In all industries, this requires the building of teams, representing all roles within the organization that impact the customer experience, for the purpose of candidly reviewing processes, tools and skills so that all efforts can be coordinated to reach the goal of delivering care efficiently and cost effectively while capturing the data needed to demonstrate these traits and also to evaluate ways to continually improve.